Portfolio as Enduring Object (1 of 3)      [Note: Issue was deferred from v1.2]
    • Portfolio management involves changes to the future plans and current deployments.
      – When to add new capabilities? 
      – When and where to change operations or change resources? 
      – When to retire legacy resources, or re-purpose them?
    • Portfolio Assessments
      – Overall “score” for an alternative portfolio configuration can be measured as the extent to which Outcomes are achieved (or 
       achievable) for the enterprise as a whole. 
      – Possibilities for change come from identified Opportunities and their associated Risks. 
      – Also, these come from identified new/modified Capabilities and their associated Effects.
    • Portfolio is normally divided into Portfolio Segments
      – Could be divided by timeframe (eg, “epochs” such as near, mid, far term)
      – Could be divided by “color of money” (eg, R&D, acquisition, operations)
      – Could be divided by mission area 
    • Currently we are using Whole Life Configuration as the Portfolio elements in EA model. 
      – WLC is a “set of Versioned Elements”. 
      – But it would be more convenient to have a different model element for “Portfolio”.
        • Alternative Portfolios would be examined for most cost-effective combinations
        • Each Portfolio option is a provisional “set of Versioned Elements”
        • Then the selected combination gets promoted to a new Whole Life Configuration (becoming the new “baseline” for program 
         planning and scheduling)
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      Portfolio as Enduring Object (2 of 3)
      • Problem with Using Whole Life Configuration element
          – The Portfolio (kind of) Project does not have the necessary semantics with the features and relationships enumerated below.
          – WLC element only gives part of the picture of what is in the Portfolio.
              • Acts as a “collection” of things with an associated Gantt chart for deployment timelines
              • Does not tell us who “owns” that collection of things in the Management Accountability sense
              • A Portfolio can consist of multiple Whole Life Configurations
      • Portfolio needs to have the following features: 
          a)  Things it is delivering (eg, in its Whole Life Configurations)
          b)  Who runs it (ie, the Actual Organization)
          c)  Particular programs within it (eg, actual Projects or project elements)
          d)  Alignment with budget elements, assigned Opportunities and Risks, etc
          e)  Assigned responsibility for execution of particular Enduring Tasks (and associated Capabilities)
          f)  Accountability towards achieving Effects (eg, MOE target levels) for a given time period
          g)  Can be assigned responsibility for certain Missions, Enterprise Goals and Enterprise Phases
          h)  Can be jointly managed with another Enterprise for shared Operations and Resources
      • Might be that Portfolio could be a kind of Whole Life Enterprise (ie subtype) that has the features and relationships 
        noted above
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   Portfolio as Enduring Object (1 of 3)
    • Response from Antoine regarding this statement: >Might be that Portfolio could be a kind of Whole Life Enterprise 
     (ie subtype) that has the features and relationships noted above
    • It's likely that both whole-life enterprise and portfolios are enduring initiatives.
      – An Enduring Initiative is a long-term Initiative which involves roadmapping and governance. 
      – Enterprises are typical Enduring Initiatives.
      – Any Enduring Initiative requires to be governed.
    • Enduring Initiatives
      – 1. Enduring Initiatives have an associated governing Team.
      – 2. Teams have instruments used to carry out governance: responsibility assignment, assessments, workflow, decision records, 
       incident records. These instruments are resources of the Team.
      – 3. Enduring Initiatives are purpose oriented.
      – 4. Enduring Initiatives are change management systems: they have objectives regarding the purposes they have to pursue, 
       maintain and develop.
      – 5. Enduring Initiatives are measured to ensure they meet their objectives.
      – 6. Enduring Initiatives are organized according to subsidiary levels, ensuring autonomy and ownership at each level of 
       delegation while providing responsibility and accountability in achieving common goals.
    • Portfolios are enterprise's sub-initiatives. The delegation of objectives from the enterprise scale down to portfolios is 
     a way to achieve agile@scale. It enables proper delegation of duties along with delegated accountabilities. Technics 
     such as OKR (Objectives & Key Results) can be nicely applied through such an organization of enduring initiatives.
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