Home » Products » Strategic Portfolio Management Software

UMT360 Strategic Portfolio Management

Connect and align all execution with strategy
to more effectively drive transformation.

UMT360’s comprehensive software solution delivers the powerful capabilities most organizations are currently missing. UMT360 easily integrates with project execution, PPM, adaptive project management and work management solutions to provide the top-down controls needed to integrate strategy with execution across all portfolios.

Powerful Strategic Portfolio Management Software aligns all investments with strategy.

Connecting and aligning all execution with strategy is critical to driving growth and fueling a competitive advantage. Recognized by Gartner, UMT360’s solution provides all the capabilities needed to establish the top-down business planning and controls required to integrate all portfolios and improve project execution to accelerate business transformation.

UMT360 Strategic Portfolio Manager Key Features


Standardize Demand & Innovation Management

Powerful demand management tools help bring order to the chaos of PPM. Quickly and easily generate standardized business cases that align demand with strategy and help ensure that you’re not simply choosing the best from a bad list of ideas.

Dynamically Manage Financials

The financial planning and performance of projects and programs is a blind spot for most organizations. Powerful enterprise investment management software helps you manage the financial performance of all work across the portfolio.

Resource Capacity Planning

Resource planning tools help you identify capability gaps by enabling you to standardize, consolidate and manage all aspects of resource and capacity planning, even for organizations needing to manage a portfolio of resources across a variety of project management and execution methodologies and tools.

Benefits & Outcome Management

Interactive benefit realization tools help you track objectives across the lifetime of all initiatives to gain a clearer understanding of progress and gauge the probability of success. Portfolio-level roadmaps enable anyone to see initiatives grouped by the strategy that they impact, and powerful dashboards deliver valuable insight into all relevant data for every stakeholder.

Roadmapping & Release Management

Roadmapping tools help you visualize and communicate the performance of both your near-term and multi-year strategic plans with beautiful, interactive roadmaps. UMT360 makes it easy for executives, portfolio managers, E/PMOs, product managers, or anyone in-between to quickly and easily create and maintain roadmaps.

Dynamic analysis/what-if scenario modeling

Conduct what-if scenarios – in just a fraction of the time – to show the impact of any proposed change to your project and program portfolios across costs, resources, benefits, value, timeline and more. Quickly and easily respond to any possible question about your portfolio, proactively triage today’s problems or even model and predict possible future problems.

Adaptive program management

Create and manage investment entities independent of – but completely integrated with – the underlying execution, to provide a natural bridge between strategy and the execution. This is essential to govern across multiple execution methodologies, and enables the organization to orchestrate across all entities within the portfolio and visualize the interdependencies of all initiatives.

Track performance at any level

It’s critical that the performance of all strategic initiatives are measured at every level. UMT360 enables the organization to establish and track the progress of strategic objectives with performance management tools that track progress across the portfolio.

Governance

UMT360 enables organizations to build a flexible, scalable portfolio model and apply the right level of governance across the portfolio. This helps the organization apply both the top-down and bottom-up controls to ensure that all strategic initiatives are aligned with strategic objectives.

Integrated Ecosystem

UMT360 portfolio management solutions tightly integrate with a wide variety of work management ERP, and other critical systems within your enterprise. From the execution solutions used by project managers to the decision making tools used by executive teams, UMT360 ensures that data between portfolios and key line-of-business processes and systems of record are seamlessly integrated.

Strategic Portfolio Management Objectives & Market Forces

Get Started with the Industry’s Best Strategic Portfolio Management Platform

Recent developments highlight the need to focus on both traditional execution – what Gartner, calls adaptive project management – while also introducing the powerful capabilities you may be missing. UMT360’s software delivers those capabilities to more effectively manage all project portfolios and help you achieve strategic objectives.

Quickly add the powerful capabilities you may be missing with UMT360’s SPM Accelerators!

Roadmapping & Release Management

Roadmaps are powerful tools to help ensure that all investment decisions are clearly understood across the organization. By visualizing and communicating key dependencies enterprise-wide, roadmaps serve to help harmonize decisions and track progress across all investments.

Resource Management & Capacity Planning

Resources must now be managed across agile, waterfall or even non-project-orientated work systems. Gaining visibility across all resources – and optimizing utilization and capacity planning – is a critical challenge for any organization hoping to fully realize its business strategy.

What-If Scenario Analysis

Generating what-if scenarios and modeling potential outcomes based on ad-hoc questions used to require teams to stay late and manually crunch numbers. But what if you had the tools to respond to any possible question about any portfolio with just a few clicks?

Demand & Innovation Management

You never know where project requests might come from. But one thing is clear, to do more than simply choose the best from a bad list of ideas, you’ll need a robust demand management solution to provide enhanced visibility across all work

Benefits Realization & Outcome Management

UMT360’s benefits realization solution provides a centralized hub that makes it easy to break down strategy, define its components, map it to the associated execution and communicate it to all relevant stakeholders across the enterprise. Quickly derive all execution directly from the strategy, and generate work that is perfectly aligned with strategy.

Cost Management & Capital Planning

Business agility requires that all investment be continuously aligned with business strategy. That’s why UMT360 helps organizations elevate cost data to the same level of importance as schedule and resource data, enabling PMOs to deploy the right financial governance controls needed to become CFO of portfolios.

Capabilities specifically designed for these stakeholders

To truly optimize performance, every individual, role and department must be focused on achieving the same goals, about how those goals are to be achieved, and how each individual contributes to those goals. It truly takes a village to succeed, and a portfolio management solution that helps all teams make informed decisions.

PMO

UMT360 can help domain PMOs gain total visibility across all work regardless of how it is being delivered.

SRO

Key capabilities enable the SRO to provide what-if analysis, to improve the speed and quality of decision making.

CIO

However it’s executed, CIOs need an integrated picture of all work – projects, programs, products and capabilities.

CFO

SPM is critical to the CFO’s ability to address a variety of strategic imperatives.

LOB Executive

Line of business (LOB) executives need solutions to help ensure that investments contribute to business success.

HR

Portfolio analysis enables HR to optimize resources, support strategy and model impacts of all decisions.

SPO

The SPO ensures that all planning across the organization is integrated and aligned with strategic priorities.

Portfolio Manager

The Portfolio Manager ensures that organizational strategy is delivered effectively by managing dependencies across the enterprise.

Product Manager

Product Managers can operate from a position of strength when they’re able to align their products with the organization’s strategy.

See UMT360 Strategic Portfolio Manager In Action!

Comprehensive solution delivers capabilities you may be missing!

Discover how UMT360 Strategic Portfolio Manager easily integrates with any project execution or work management solution to provide the top-down controls you need to integrate strategy with execution across all portfolios.

Learn how strategic portfolio management can address your needs

Let’s tailor a demo to show you the specific capabilities that can help your organization move the needle. Schedule your demo now.

What to expect from this software demo:

  • Learn how Strategic Portfolio Management helps align all investments with strategy
  • See key capabilities that you may be missing in action
  • Experience the powerful combination of UMT360 software and expertise

Book an Interactive Demo

Learn Why Strategic Portfolio Management is Critical to Enterprise Success

Any enterprise looking to drive growth and fuel a competitive advantage must first connect and align all execution with strategy. UMT360’s solution provides all the portfolio planning capabilities needed to establish both the top-down business planning and bottom-up controls required to integrate all portfolios and improve project execution to accelerate business transformation.

What is Strategic Portfolio Management?

Strategic Portfolio Management (SPM) is the collection of processes and capabilities that enable an enterprise to align all execution with strategy and more effectively drive business agility. SPM provides an integrated approach to planning, funding and overseeing all discretionary investments.  In fact, it’s the only way to manage every investment as part of your overall enterprise strategy. This concept is critical for today’s businesses because it provides a top-down approach to linking business strategies to business outcomes regardless of how those outcomes are achieved – multiple ways of working, including the tri-modal reality, and multiple investments types – projects, programs, products and capabilities.

What Does Gartner Say?

A recent Gartner Magic Quadrant report lays out the three pillars that help organizations drive greater business agility.

Strategy Execution Management (SEM)  

This is about ensuring that the overall organizational investment approach drives execution from strategy.  It requires the ability to define and communicate clearly all strategies, the metrics used to measure performance, and the targets that are expected to be achieved.  Strategic Execution Management must allow for the derivation of actionable investments and the ability to gauge portfolio performance and sufficiency against targets, adjusting effectively and efficiently as necessary.  Finally, it requires a standardized approach to track performance across all investment types and the tri-modal reality.

Integrated IT Portfolio Analysis (IIPA)

This requires organizations to be able to tie business strategies and objectives together with all IT portfolios.  That’s not just technology projects and programs, but also digital products, services, capabilities and assets.  Integrated IT Portfolio Analysis must provide technology leaders with the ability to see the cost, effort, complexity, feasibility and dependencies associated with a proposed change, as well as the alignment of that work with the business.  It acts as a strategic tool to ensure all IT investments are optimally aligned with business strategy while also allowing those investments to be managed as part of a single integrated technology management approach.

Enterprise Program & Portfolio Management (EPPM)

EPPM is focused on portfolio level strategy execution.  It contains portfolio level governance, the management of dependencies across multiple portfolios and the ability to perform detailed what-if analysis on different strategy delivery options.  Enterprise Program & Portfolio Management delivers comprehensive, contextualized portfolio level dashboarding and is an enabler of adaptive project management when there is a need to change direction and shift investments into new areas.  At all times it is focused on ensuring that the strategies, work execution and outlines remain ruthlessly aligned.

Why is Strategic Portfolio Management important?

As Gartner points out, leaders need to “scale and harvest digital business investments” as well as leveraging key capabilities to “pivot and adapt to changing strategic priorities”.  Strategic Portfolio Management provides organizations with the strategic focus that has often been missing from their early attempts at comprehensive portfolio management.  Without this key capability, organizations struggle to align the work they do with the strategic priorities, and fail to ensure investments and governance are driving the right types of behavior.  Traditional PPM helps ensure effective execution of work. Strategic Portfolio Management ensures it’s the right work, delivered in the right way to achieve the required outcomes.

Strategic Portfolio Management vs. Adaptive Project Management

Gartner has identified a clear distinction between strategic portfolio management and adaptive project management.  Adaptive project management represents the execution side of project portfolio management and is the element that organizations have been focusing on for a long time – too long.  If organizations don’t have the strategic guidance and direction for all work, they are unable to ensure that the work being done remains optimally aligned with the strategic priorities. A solution is needed to also provide the top-down focus to maintain alignment and enable business agility.  That in turn will allow for faster, more successful, and less disruptive pivots when new threats and opportunities emerge.

Strategic Portfolio Management and Adaptive Project Management must work in partnership to optimize organizational performance.  In addition to the three pillars – SEM, IIPA and EPPM, organizations also need to enable these key Adaptive Project Management elements:

  • Demand capture and intake
  • Prioritization
  • Planning
  • Execution
  • Closeout
  • Reporting

Each of these elements are critical to performance against strategy, but they are not enough on their own.  They only address the delivery of work through various structures and delivery modalities, but still require the strategic framework and guidance that only comes from the effective integration of the right SPM and APM solutions. In most organizations that means addressing a historic underinvestment in Strategic Portfolio Management capability.

What Traditional PPM is Lacking

Traditional PPM – project portfolio management, ignores the second P – portfolio. In most organizations PPM is a tactically focused approach to managing work execution.  Gartner has acknowledged this with their redefinition of PPM into two components. Both of these aspects are important, and ultimately, they must be integrated as both business processes and technology solutions.  However, unless organizations shift their focus away from projects and to the portfolio, they will never be able to successfully achieve business agility.

Key Capabilities

  • The ability to breakdown and communicate business strategies – connecting all work to strategic priorities and effectively communicating that connection.
  • The establishment of a lean governance model to manage all work (agile + waterfall etc.) – if you can’t manage all work effectively without inhibiting the ability of teams to perform, you’ll never succeed.
  • Moving from project to product / capability driven investment approach – shifting the focus of work planning from the traditional project-based bottom-up, to the more strategic top-down that starts with the strategy.
  • Transitioning from annual to continuous planning – ensuring alignment is always maintained between strategy and the work being done to deliver that strategy.
  • Consolidating demand and maintaining near- and long-range roadmaps – ensuring all work is driven from one integrated set of strategies and that the evolution of those strategies is clear, communicated and understood.
  • Mastering resource management and capacity planning – ensuring the right number of the right people are in the right place with the right skills at the right time.  All while ensuring the evolution of resource capacity and demand is being managed proactively.
  • Gaining financial insight across all work – knowing where investment dollars are being allocated, how expenditure aligns with forecasts and ensuring funding is effective and efficient.
  • Managing outcomes & benefits realization – ensuring value is being delivered through the effective leveraging of developed solutions, and aggressively managing all deltas. 
  • Running portfolio what-if analysis to model impact of any change – ensuring all options are assessed and that decisions are taken based on the best possible information – every time.
  • Standardizing and streamlining portfolio status reporting – integrated, value-based reporting that provides complete, timely and contextualized insight for all stakeholder groups and all investments.

Challenges

As noted above, most organizations overlook the second P of PPM – the portfolio aspect.  Instead, those organizations implement an execution-oriented solution that concentrates on improving project delivery, but does nothing to ensure alignment with organizational strategies.  This is by far the biggest challenge of Strategic Portfolio Management – the fact that it’s not only not implemented, but that its absence isn’t even recognized as a problem!  These organizations may do work right, but they don’t have any way of ensuring they are doing the right work!  This is a significant problem.  To deliver business agility organizations must take a top down, portfolio-driven approach.

Even when organizations do attempt to embrace Gartner’s vision, they often run into a number of challenges that result from a failure to commit appropriately to the discipline.  These include:

  • A focus on only some of the strategic imperatives, resulting in only partial success and difficulties in creating a single integrated approach.  Each of the imperatives supports the others, and organizations must address deficiencies in all areas to succeed.
  • A failure to create a single, integrated technology environment that supports every aspect from strategy definition through benefits realization.  There must be effective and efficient tools for the definition, communication and management of strategy; the funding and governance approaches; the planning and execution of work and the capturing of actual information on costs and benefits.  Further that capability must exist for all work structures and each of the tri-modal realities.
  • The inability to align other business processes with Strategic Portfolio Management.  For example, one of the imperatives is the ability to maximize resource utilization.  That also requires alignment and integration with HR, learning and development and procurements business areas and processes.  If these aspects aren’t tightly integrated the ability to deliver will be severely compromised.
  • Inconsistent application of strategic concepts across business areas and functions.  Organizations have a single set of connected strategies that are delivered through aligned investments across all areas of the business, all work structures and each of the tri-modal realities.  Unless organizations view all of these investments and portfolios of assets as related there will be inconsistent delivery and a failure to optimize performance.

Portfolio Management Imperatives

When a project management office is too focused on project execution, it loses sight of the need to align that execution with strategy. The first step is to acknowledge the key business imperatives that might be holding you back. Once these imperatives are addressed, the focus can start to shift back to that second P in PPM – portfolio management, which is essential to balance mastery of execution with the ability to deliver strategically across all investments.


Tri-Modal Workstyles

Today’s PMO must address the Tri-Modal Reality – the fact that projects are executed in a variety of methodologies and tools across the enterprise – and develop capabilities to deliver visibility & insight across all work.

Align Execution & Strategy

Leveraging the right top-down investment approach (Project-, Program- or Product / Capability-Driven) enables you to prioritize all investment and provide a direct line-of-sight from strategy through execution.

Adopt Agile Planning

Move from a static annual planning model to a continuous or rolling-wave planning model will enable you to dynamically adjust priorities to reflect changing/emerging needs/strategy, and provide the agility to optimize spend and maximize value.

Manage Outcomes

Whether it’s financial, reputational, regulatory, or any other category label you want to apply, every investment has to produce a meaningful outcome or it fails. Benefits Realization is the key to ensuring that every initiative delivers what you were actually hoping for.

Manage Demand

Most organizations are trying to deal with the dual challenge of controlling the amount of demand and where it’s coming from, and the ability to analyze and prioritize that demand. Effective strategic portfolio management, enables you to address both of those issues.

Maximize Resource Utilization

Balance resource demand and supply and better utilize your most important assets, and develop the capabilities you need to better support your organization’s preferred execution technique(s).

Financial Visibility

Become “CFO of your portfolios” by elevating the importance of financial data and more effectively integrate it across the entire project and program lifecycle, so you can treat every project/program as the business investments they are.

Generate Roadmaps

Automate and maintain strategic roadmaps to develop the ability to visualize, understand and manage the relationships between all investments and the strategic capabilities they are intended to impact.

Status Reporting

Generating status reports can be a logistical nightmare, but with the right automation, it’s possible for any organization to dynamically build performance dashboards and centralize the administration of the entire process.

Portfolio Analysis

In an uncertain world, it’s critical to be able to understand the impact of any change to your portfolio before you make it. It’s not enough to rely on static reports, you need the ability to run what-if scenarios , analyze changes from any angle and manage it all work across the tri-modal reality.

Scaling Agile

Whether actively integrating Agile tools and work management into your organization, or simply trying to harmonize the wide variety of tools and methods with your overall approach to work governance, it’s critical you do so without impacting or slowing innovation.

Go Beyond Projects

Organizations must go beyond project execution to manage the business & IT assets they are transforming. Unless you understand and manage that dynamic and relationship, you’ll fail to develop a 360-degree view of your business and you’ll underperform.

Explore All Of UMT360’s Enterprise Solutions

To drive business transformation is difficult if execution – in the form of projects – is disconnected from strategy. The key challenge is gaining visibility and instituting the proper controls across all work. Only with the right top-down business planning and controls is it possible to align all work with strategy.

Strategic Portfolio Management (SPM)

A strategic approach to managing all investments regardless of whether those are capabilities, applications, epics, projects or programs

Project & Portfolio Management (PPM)

To be effective, PPM requires organizations to maintain the right balance between top-down portfolio management and bottom-up project execution.

Lean Portfolio Management (LPM)

Enables organizations to adopt the rolling wave continuous planning approaches that provide the agility needed to more effectively align all work with key strategies.

New Product Development (NPD)

NPD requires all areas of the business to collaborate effectively. This only happens when the right people can make the right decisions based on the right information at every stage of the process.

Application Portfolio Development (APD)

APM enables today’s technology and business leaders to ensure the right technology assets are in place, that they are optimally aligned with the needs of the business, and that they are being invested in to support the organization’s strategic objectives.

Adaptive Project Management (Adaptive PM)

Adaptive Project Management encompasses all of the capabilities that allow organizations to manage and track all work regardless of what combination of execution methods are used.

Strategy Execution Management (SEM)

Addresses the key challenge of gaining visibility and instituting the proper controls across all work. with the right top-down business planning and controls is it possible to align all work with strategy.

Enterprise Project & Portfolio Management (EPPM)

Helps ensure organizations can execute on their strategy as effectively as possible while maintaining effective and efficient control over all elements of that work. 

Integrated IT Portfolio Analysis (IIPA)

Enables CIOs to connect disparate portfolios, projects, epics, applications and infrastructure and deliver one integrated and cohesive set of investments that aligns IT’s roadmap with business strategy.