Portfolio Toolkit

Planning

PMO Planning Process

PMO Planning Process

Planning frameworks for managing resources, delivery schedules, interdependencies, and costs across the portfolio.

Table of Contents

PMO Planning Process

The PMO planning process provides the frameworks and disciplines needed to plan, coordinate, and monitor delivery across the portfolio. It brings together demand management, resource planning, dependency management, financial forecasting, and delivery monitoring into a coherent planning cycle.

Process Overview

Portfolio planning governs three critical dimensions:

Planning Cycle

flowchart LR A[Demand
Assessment] --> B[Resource
Planning] B --> C[Cost
Forecasting] C --> D[Dependency
Mapping] D --> E[Schedule
Integration] E --> F[Delivery
Monitoring] F --> A classDef blue fill:#108BB9,stroke:none,color:#fff class A,B,C,D,E,F blue

Planning Steps

Step Activities Outputs
1. Demand assessment Review pipeline, confirm approved work, assess capacity requirements Confirmed demand profile
2. Resource planning Match demand to capacity, identify gaps, plan procurement Resource allocation plan
3. Cost forecasting Forecast costs based on resource plans and non-staff costs Financial forecast
4. Dependency mapping Identify and map cross-programme dependencies Dependency register
5. Schedule integration Align programme schedules, resolve conflicts Integrated portfolio plan
6. Delivery monitoring Track progress, variance, and risks Performance reports

Roles and Responsibilities

Planning Roles

Role Responsibilities
Resource Planner Manages the pool of specialist resources. Releases resources to projects via the engagement process. Approves timesheets, annual leave, and other personnel activities.
Planner Creates, updates, and manages project, programme, and portfolio plans. May be dedicated to a single programme or spread across engagements. Reports to the PMO Resource Manager.
SRO Accountable for delivery of outcomes and benefits. Sets strategic direction and priorities. Chairs the programme board.
Programme Manager Manages day-to-day programme delivery. Owns the programme plan. Manages programme-level risks and issues. Coordinates workstream leads.
PMO Manager Oversees the planning process. Ensures standards and consistency. Consolidates portfolio-level views.
Finance Business Partner Validates cost forecasts. Manages budget allocations. Reports financial performance.

RACI for Planning Activities

Activity PMO Manager Planner Resource Planner Programme Mgr SRO
Demand assessment A C C R I
Resource planning A C R C I
Cost forecasting A R C C I
Dependency mapping A R C R I
Schedule integration R R C C I
Delivery monitoring A R C R I
Portfolio reporting R C C C I

R = Responsible, A = Accountable, C = Consulted, I = Informed

Resource Planning

Resource Planning Process

flowchart LR A[Demand
Forecast] --> B[Capacity
Assessment] B --> C[Gap
Analysis] C --> D[Sourcing
Options] D --> E[Allocation
Decisions] E --> F[Monitor &
Adjust] classDef blue fill:#108BB9,stroke:none,color:#fff class A,B,C,D,E,F blue

Capacity Planning

Element Description
Gross capacity Total headcount × available days per person
Net capacity Gross capacity minus leave, training, BAU, and admin
Committed capacity Resources already allocated to approved work
Available capacity Net capacity minus committed capacity
Pipeline demand Resource requirements for approved but not-yet-started work
Capacity gap Pipeline demand minus available capacity

Capacity Calculation Example

Factor Days
Working days per year 260
Less: Annual leave (27)
Less: Bank holidays (8)
Less: Training/development (5)
Less: Sickness allowance (5)
Less: Admin/non-project (15)
Net available days 200

Engagement Process

Step Description
1. Request Programme Manager submits resource request to Resource Planner
2. Match Resource Planner identifies suitable resources
3. Negotiate Agree start date, duration, and allocation percentage
4. Confirm Resource Planner confirms allocation, notifies resource
5. Onboard Programme team onboards the resource
6. Release Resource returned to pool at end of engagement

See Portfolio Resource Management for detailed resource management guidance.

Dependency Management

Types of Dependencies

Type Description Example
Mandatory Must be completed before the dependent can start Infrastructure must be built before application deployment
Discretionary Preferred sequencing but not strictly required User training before go-live (could run in parallel)
External Dependent on an external party or event Vendor delivering a component
Internal Between programmes or projects within the portfolio Shared platform development

Dependency Register

ID From To Type Description Status Owner Due Date
D001 Prog A Prog B Mandatory Data platform required for analytics On Track PM-A Q2 2026
D002 Prog C External External Vendor API delivery At Risk PM-C Q3 2026
D003 Proj 5 Proj 8 Internal Shared authentication service On Track Architect Q2 2026

Managing Dependencies

Activity Frequency Responsibility
Identify new dependencies Ongoing Programme Managers
Update dependency register Weekly PMO Planner
Review dependency status Fortnightly PMO Manager + PMs
Escalate at-risk dependencies As needed PMO Manager
Dependency impact assessment When status changes PMO Planner

Cost Forecasting

Forecast Components

Component Source Update Frequency
Staff costs Resource plan × day rates Monthly
Contractor costs Resource plan × contractor rates Monthly
Technology costs Licences, infrastructure, hosting Quarterly
Third-party costs Vendor contracts, consultancy As contracted
Other costs Travel, training, facilities Quarterly
Contingency Risk-based contingency allocation Monthly

Forecast Accuracy Targets

Time Horizon Accuracy Target
Current month ±5%
Current quarter ±10%
Current year ±15%
Next year ±25%

Schedule Integration

Integrated Portfolio Plan

The integrated portfolio plan brings together all programme and project schedules into a single view showing:

  • Key milestones across all programmes
  • Dependencies between programmes
  • Resource demand timeline
  • Critical path through the portfolio
  • Decision points and gates

Planning Levels

Level Content Audience Update Frequency
Portfolio plan Strategic milestones, programme-level view Portfolio Board, Executives Monthly
Programme plan Workstream milestones, key deliverables Programme Board Fortnightly
Project plan Detailed activities and tasks Project team Weekly

Planning Standards

Standard Requirement
Tool All plans maintained in the approved PPM tool
Baseline All plans baselined at approval; re-baseline only with approval
Milestones Key milestones tagged and reportable at portfolio level
Dependencies Cross-programme dependencies linked in the tool
Resource loading Plans resource-loaded to enable capacity analysis
Progress Actual progress recorded at least fortnightly

Process of Change

When changes affect the portfolio plan, a structured change process ensures impacts are understood before decisions are made.

Change Triggers

Trigger Example
New demand Unplanned regulatory requirement
Scope change Programme scope increase or decrease
Resource change Key resource leaving, new capacity available
Schedule change External deadline brought forward
Budget change Mid-year budget reduction
Strategic change Organisational restructure, strategy update

Change Impact Assessment

Dimension Assessment Questions
Schedule Which milestones are affected? By how much?
Resources What additional or different resources are needed?
Cost What is the cost impact? Can it be absorbed?
Dependencies Which other programmes are affected?
Benefits Are forecast benefits still achievable?
Risk Does this change the risk profile?

Project Sizing Tool

The Project Sizing Tool determines the appropriate level of governance and control for each project. The PMO uses the sizing tool output to decide:

  • Which templates and deliverables are required
  • The level of PMO oversight and reporting
  • Gate review requirements
  • Board and governance arrangements

Folder and Filing Structure

A consistent folder structure ensures that portfolio documentation is easy to find and maintain.

Standard Structure

Folder Contents
01 - Governance Terms of reference, decision logs, board papers
02 - Strategy Portfolio strategy, business cases, prioritisation
03 - Plans Portfolio plan, programme plans, dependency maps
04 - Resources Capacity plans, skills matrix, allocation records
05 - Finance Budgets, forecasts, actuals, variance reports
06 - Reports Dashboard, executive summaries, board reports
07 - Risk & Issues Portfolio risk register, issue log, escalations
08 - Benefits Benefits maps, tracking, realisation reports
09 - Assurance Healthcheck reports, review findings
10 - Templates Standard templates and guidance

Naming Convention

Element Convention Example
Documents [Type][Subject][Version]_[Date] Portfolio_Dashboard_v1.2_20260319
Meeting papers [Board][Date][Agenda Item] PortfolioBoard_20260319_03_Finance
Templates TPL_[Name]_[Version] TPL_BusinessCase_v2.0

PMO Planning Checklist

Setup

  • Planning process defined and documented?
  • Roles and responsibilities agreed?
  • Planning tools selected and configured?
  • Templates and standards published?
  • Filing structure established?
  • Reporting cadence defined?

Ongoing

  • Demand assessment performed regularly?
  • Resource plans updated and gaps identified?
  • Cost forecasts produced on time?
  • Dependencies tracked and managed?
  • Integrated plan maintained and current?
  • Delivery monitored and reported?
Last updated: 19 March 2026