Complete the requirements
The project team documents the full business need and obtains sign-off from every materially impacted function. IT validates technical feasibility, architecture, integration implications, security, and delivery assumptions.
Framework · global project investment governance
Readiness before funding
A global portfolio produces better returns when projects reach executives as decision-ready investments—not thin requests for money. This model establishes the evidence, cross-functional agreement, feasibility, and proportional economics required before SteerCo votes.
Design principle
Projects earn the right to compete for enterprise investment.
Prove execution readiness
The accountable leader reviews the project plan, scope, milestones, dependencies, resource demand, and delivery ownership. A cost-benefit analysis and completed business case make the problem, proposed value, and evidence explicit.
Apply proportional rigor
Large financial or capital investments include NPV, IRR, and payback period. Smaller enablement projects use strategic alignment, operational benefit, time-to-value, risk, feasibility, and resource complexity—protecting discipline without manufacturing bureaucracy.
Take a decision-ready portfolio to SteerCo
Executives compare ready projects against enterprise priorities and actual capacity, then vote to fund, sequence, hold, rescope, or stop the work. Approval is a portfolio choice, not an isolated request.
Need this operating logic inside a real portfolio?
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