The mechanics of connecting what the board decides to what teams deliver. LPM, Big Room Planning, and OKR design built around whatever planning tools you already have.
Start a conversationWhat this involves
Most organisations have a strategy. Most also have teams delivering work. The space in between, where intent becomes action and investment decisions connect to outcomes, is where things break down.
Portfolio governance is not about adding more process. It is about creating the right structures, rhythms, and visibility so that the organisation makes better decisions faster and delivers against what actually matters.
We build this using Lean Portfolio Management, Big Room Planning, and OKR design. We do it around whatever planning tools the organisation already uses.
"Leadership deserves a live picture of delivery health, not a quarterly report that is already three months out of date."
The goal is not to add governance. It is to make the governance you already have work properly, and remove the parts that are slowing everything down without adding any value.
What we build
A portfolio governance model that connects investment decisions to strategic outcomes. Work is prioritised against value, not internal politics. Leadership has a clear view of what is in flight, what is blocked, and where the money is going.
A quarterly planning event that brings together leadership, engineering, and delivery teams. Initiatives and Epics are set. Dependencies are surfaced. Risks are captured. Everyone leaves with a shared understanding of the next quarter.
Objectives and Key Results that connect board-level intent to team-level work. Designed so that what teams measure is what actually matters to the organisation, not proxy metrics that feel measurable but tell you nothing useful.
The cadence
All teams, leadership, and engineering in one room for 1.5 to 2 days. Sets Initiatives and Epics for the quarter. Surfaces dependencies, risks, and capacity constraints before they become problems. The foundation of the whole cadence.
Leadership reviews delivery progress against the quarter's Initiatives. Data is fed bottom-up from team boards in real time. Risks are escalated. Decisions are made. Not a status update — an active governance session.
Engineering and function leads review progress in Jira. Blockers are surfaced before they become dependency crises at portfolio level.
Fifteen minutes. Progress, blockers, collaboration. Data flows bottom-up automatically through the board hierarchy so the picture at the top is always current.
What changes
A direct conversation about your portfolio and what better governance could change.
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