## Summary The Portfolio Management category is considered at `viable` [maturity status](https://about.gitlab.com/direction/maturity/). This epic is tracking (via child and linked epics) the work required to achieve `complete` and later `lovable` maturity for Portfolio Management. The current list is not all-encompassing, please ping @amandarueda if you have candidates to add to improve our Agile Enterprise Planning toolkit! ## GitLab Feature Rating **This assessment was conducted by @amandarueda and has not been validated with users. In FY24, I will start validating GitLab's standing in each of these areas with users and explore how we can improve.** | Feature |Description |Rating |Maturity Level| | ------ |------| :------: |:---:| | Collaboration | Collaboration tools have the highest value for distributed organizations. These tools can range from virtual boards and team rooms to threaded conversations or advanced, work-item-context chat tools. | 🟩 |Complete| |Portfolio level planning | Identifying which programs to invest in, and how much. Portfolios are largely trying to figure out what initiative to fund, based on when the previous one is scheduled to finish. | ⬜️| Minimal| | Program level planning | Breaking large deliverables into chunks that make sense for each team and coordinating the work of the teams. Programs need to worry about dependencies and coordination. | ⬜️| Minimal| | Enterprise agile framework (including SAFe) |SAFe support includes the processes, roles, and artifacts that enable scaling across teams, and the ability to plan and track work and assess economic benefits using at a minimum Portfolio SAFe in SAFe v. 5.0. EAP tools may support multiple enterprise agile frameworks commonly used in the industry.|🟨 | Viable| |Dependency management|Dependencies are the relationships between work that determine the order in which the work items (features, stories, tasks) must be completed by Agile teams. Dependency management is the process of actively analyzing, measuring, and working to minimize the disruption caused by intra-team and / or cross-team dependencies. |⬜️ |Minimal| | Roadmapping | [Roadmaps are the glue that link strategy to tactics. They provide all stakeholders with a view of the current, near-term, and longer-term deliverables that realize some portion of the Portfolio Vision and Strategic Themes.](https://www.scaledagileframework.com/roadmap/#:~:text=Roadmaps%20are%20the%20glue%20that%20link%20strategy%20to%20tactics.%20They%20provide%20all%20stakeholders%20with%20a%20view%20of%20the%20current%2C%20near%2Dterm%2C%20and%20longer%2Dterm%20deliverables%20that%20realize%20some%20portion%20of%20the%20Portfolio%20Vision%20and%20Strategic%20Themes.) _© Scaled Agile, Inc._ | 🟨 | [Viable](https://gitlab.com/groups/gitlab-org/-/epics/2649)| | Forecasting |[A forecast is a calculation about the future completion of an item or items that includes both a date range and a probability.](https://www.scrum.org/resources/blog/agile-forecasting-techniques-next-decade#:~:text=A%20forecast%20is%20a%20calculation%20about%20the%20future%20completion%20of%20an%20item%20or%20items%20that%20includes%20both%20a%20date%20range%20and%20a%20probability.) Forecasts take the progress to date of all of the programs, then make forward-looking predictions. | ⬜️ | Minimal| | Financial management |Visibility and insight into funding capacity rather than projects. Instead of determining how much it will cost to achieve the next two milestones, managers determine how much capacity is required to deliver a consistent flow of value.| ⬜️| Minimal| | End to end visibility to the value stream | This capability indicates the tool’s ability to show the progress of software throughout the value stream from ideation through to production realization of customer and business value.| 🟨 | Viable| - ⬜️ lacking (minimal) - 🟨 needs improvement (viable) - 🟩 excels (complete/lovable)