Executive overview

The SCO read-only thesis, pointed at the project portfolio: status, budget, schedule, resources, and benefits - observed across your PPM systems to show whether the portfolio is delivering, not to run the projects.

What this is, and what it is not. A preview of a planned domain, not a live product. In production it would sit read-only on top of your PPM, scheduling, and finance systems - reading status, cost, and schedule and surfacing portfolio health, budget variance, and benefits. It does not manage projects, assign work, or move dates; it gives the PMO and sponsors a portfolio view. All figures here are synthetic.

36

Active projects

$48M

Portfolio budget

72%

On budget

76%

On schedule

5

Red status

87%

Resource utilization

$22M

Benefits realized

of $31M planned

64

Milestones (quarter)

Portfolio spend vs budget ($M) synthetic

Cumulative spend against plan, trailing 8 quarters with outlook.

Actual spendPlanBand

Projects by status synthetic

Signals worth attention

5 projects are red, $9M of budget - led by the ERP upgrade and the OSK-03 line expansion; both also surface in Finance and Operations.

Resource utilization at 87% - little slack; new initiatives will need reprioritization, not just more people.

$22M of $31M planned benefits realized - the portfolio is converting spend into outcomes at 71%.

Synthetic preview. In production, derived read-only from PPM, scheduling, and finance systems with SHA-256-anchored lineage, as in SCO.

Portfolio status

The full portfolio at a glance - RAG status by project and type.

22

Green

9

Amber

5

Red

36

Total

Projects needing attention read-only

Project	Type	Status	Budget	Issue
ERP upgrade	IT / transformation	Red	$6.4M	Scope + schedule
OSK-03 line expansion	Capital	Red	$8.2M	Cost overrun
CRM consolidation	IT	Amber	$1.8M	Resourcing
DET-01 automation	Capital	Amber	$3.1M	Vendor delay
Sustainability program	Strategic	Amber	$2.2M	Benefits unclear

Synthetic, aggregated. Reads RAG status read-only; status reflects the customer's own governance ratings.

Budget & cost

Where the portfolio budget is committed, spent, and remaining - and which programs run over.

$48M

Approved budget

$31M

Spent

$10M

Committed

+6%

Forecast variance

Portfolio budget bridge ($M) synthetic

Approved to remaining.

Budget variance by program read-only

Program	Budget	Forecast	Variance
OSK-03 line expansion	$8.2M	$9.6M	+17%
ERP upgrade	$6.4M	$7.1M	+11%
DET-01 automation	$3.1M	$3.2M	+3%
CRM consolidation	$1.8M	$1.7M	-6%

Two capital programs drive the overrun - $2.1M combined forecast variance; the same projects flagged red on status.

Synthetic, aggregated. Reconciles budget and actuals read-only across PPM and finance.

Schedule & milestones

Whether milestones land on time and which are slipping.

76%

Milestones on time

7

Slipping projects

64

Milestones this quarter

11 days

Avg slip

On-time milestones by type

Strategic88%

IT / transformation70%

Capital62%

Operational84%

Capital projects slip most - vendor and procurement lead times are the recurring cause; an input to the supply-chain view.

Synthetic, aggregated. Reads milestone dates read-only; on-time = actual vs baseline date.

Resources & capacity

How people and capacity are allocated across the portfolio, and where the constraints are.

87%

Utilization

3

Over-allocated teams

240

People on projects

12

Unstaffed roles

Utilization by function

PMO / delivery96%

Engineering94%

IT88%

Operations78%

PMO and engineering are effectively at capacity - the practical limit on how many new initiatives can start without trade-offs.

Synthetic, aggregated. Reads allocation read-only; utilization = allocated hours / available hours, aggregated by function.

Benefits realization

Whether projects actually deliver the value that justified them - planned vs realized.

$22M

Benefits realized

$31M

Planned

71%

Realization rate

8

Unrealized cases

Benefits realized trend ($M cumulative) synthetic

Benefits by program read-only

Program	Planned	Realized	Rate
Procurement automation	$8M	$7.2M	90%
DET-01 automation	$6M	$4.1M	68%
CRM consolidation	$4M	$2.0M	50%
Sustainability program	$5M	$1.5M	30%

The sustainability program is realizing only 30% of planned benefits - the clearest case to re-baseline or re-scope.

Synthetic, aggregated. Reads benefit tracking read-only; realization measured against the original business case.

Risks & issues

The risks, issues, and blockers across the portfolio (the RAID log), ranked by severity.

58

Open risks

14

Open issues

6

Blockers

9 days

Avg issue age

Risks & issues by category

Schedule22

Resource16

Vendor / supply14

Scope10

Technical10

Schedule and vendor risks dominate - the same supply-chain constraint that shows up in the capital projects and in SCO. One root cause, several views.

Synthetic, aggregated. Reads the RAID log read-only; severity per the customer's scoring.

Dependencies

Where projects depend on each other, and which dependencies are blocking delivery.

94

Tracked dependencies

11

Blocking

18

Cross-program

6

External (vendor)

Critical dependencies read-only

From	Depends on	Status
OSK-03 expansion	Equipment vendor delivery	Blocked
ERP upgrade	Data-migration cleanup	Blocked
CRM consolidation	ERP upgrade phase 1	At risk
Sustainability reporting	ERP data model	At risk

The ERP upgrade is a hub dependency - three other initiatives wait on it; its slip cascades across the portfolio.

Synthetic, aggregated. Reads dependency links read-only; cascade impact is computed, not assumed.

Governance

Whether the portfolio is being governed - stage gates passed, approvals current, reviews on cadence.

88%

Gates on time

5

Overdue gate reviews

94%

Approvals current

monthly

Portfolio review

Stage-gate status read-only

Gate	Projects	On time	Overdue
G1 - Concept	6	6	0
G2 - Plan	10	9	1
G3 - Execute	14	11	3
G4 - Close	6	5	1

Governance is largely on cadence; the overdue execute-gate reviews map to the red projects - where a checkpoint matters most.

Synthetic, aggregated. Reads gate and approval status read-only; AssetShop reports cadence, it does not approve gates.

Connectors & data

Where Project / PMO Operations would read from, and the posture it would read with.

Read-only. These connectors are scaffolded, not built - each reports 0/12 conformance until a tenant integration is done. In production they read status, schedule, and cost metadata read-only, with SHA-256-anchored lineage. AssetShop does not manage projects, move dates, or assign resources; PPM tools stay authoritative.

Project / PMO connectors

System	Category	Mode	Status
Planview	PPM	Read-only	Scaffolded 0/12
Smartsheet	Project mgmt	Read-only	Scaffolded 0/12
Microsoft Project	Scheduling	Read-only	Scaffolded 0/12
Jira	Delivery	Read-only	Scaffolded 0/12
ServiceNow PPM	PPM / ITSM	Read-only	Scaffolded 0/12

Planned domain. Connectors are scaffolds; functional conformance (12/12) is verified per tenant at integration, never assumed.

Signals & opportunities

Portfolio signals across schedule, budget, resources, and benefits - read-only from your PPM and finance systems. Surfaces whether the portfolio is delivering; the projects are run in your tools. Figures synthetic (Meridian Industrials).

8

Open signals

$4.2M

Budget at risk

1

High severity

$1.9M

Addressable

Detected signals synthetic

Each signal is an observation with a source lineage; confidence reflects how directly the data supports it.

Signal	Area	Severity	Magnitude	Conf.	Source
Critical-path slippage	Schedule	high	3 projects > 30d late	high	PPM
Budget overrun trend	Cost	medium	+14% vs baseline	high	ERP + PPM
Resource over-allocation	Capacity	medium	5 people > 100%	high	resource mgmt
Benefit realization lag	Value	medium	42% of forecast	med	PPM
Stalled projects	Delivery	medium	6 idle 21d+	med	PPM
Dependency bottleneck	Delivery	medium	1 blocks 4	high	PPM
Change-request volume up	Governance	low	+18% QoQ	med	PPM

Opportunities the signals point to

What the observation suggests. AssetShop quantifies; your team decides and acts in the source systems.

$1.2M

Recover at-risk budget on the two overrunning programs via re-baseline and scope control.

$0.7M

Reallocate capacity off low-benefit work where people are over-allocated.

4 items

Unblock the dependency that is gating four downstream deliverables.

How to read this

High signals are concentrated, well-evidenced, and material - act on these first.

Confidence separates observed facts from modeled estimates.

Every figure traces to a read-only source. Nothing here is written back to any system.

Synthetic. Signals computed from read-only PPM / finance / resource data; magnitudes labeled modeled are estimates, not posted figures. Operational signal, not advice; AssetShop never writes back to source systems.

Project register

Active portfolio by project - the data behind the PMO signals.

$1.9M

Addressable

3

Late projects

5

Resource conflicts

9

Shown

Detail records synthetic

Slippage and overrun concentrate on the ERP Upgrade and Data Platform programs. Use Export above to download exactly these rows as CSV.

Project	Phase	Health	Sched var (d)	Budget var	Status
PRJ-1 ERP Upgrade	Execute	red	+34	+18%	at-risk
PRJ-2 WMS Rollout	Execute	amber	+12	+6%	watch
PRJ-3 Network Refresh	Plan	green	0	0%	on-track
PRJ-4 S&OP Redesign	Execute	amber	+21	+9%	watch
PRJ-5 Data Platform	Execute	red	+45	+22%	at-risk
PRJ-6 DET-01 Automation	Initiate	green	-3	-2%	on-track
PRJ-7 Supplier Portal	Close	green	+2	+1%	on-track
PRJ-8 EHS Compliance	Execute	amber	+15	+7%	watch
PRJ-9 Quality MES	Plan	green	0	0%	on-track

Synthetic (PPM + finance). Read-only detail; AssetShop never writes back to source systems. Figures illustrate Meridian Industrials.