Portfolio Manager
Smartsuite
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Job summary
Capitolis seeks a Portfolio Manager to balance demand, capacity and investment across the initiative portfolio, scoring and selecting projects against strategy while tracking portfolio financials and resource allocation. The role involves managing interdependencies and re-planning as priorities or funding change and reporting performance to leadership.
The role interfaces with PMO leadership and cross-functional teams to ensure alignment with strategic objectives and delivers insights to guide
Responsibilities
- Score and prioritize initiatives against strategic objectives
- Balance demand with resource capacity and funding
- Track portfolio financials, forecasts and variances
- Manage interdependencies and portfolio-level risks
- Run portfolio reviews and re-prioritization
- Report portfolio performance and benefits to leadership
Job description
The Portfolio Manager balances demand, capacity and investment across the initiative portfolio: scoring and selecting projects against strategy, tracking portfolio financials and resource allocation, managing interdependencies and re-planning when priorities or funding change. They report portfolio performance to the PMO.
The Portfolio Manager balances demand, capacity and investment across the initiative portfolio: scoring and selecting projects against strategy, tracking portfolio financials and resource allocation, managing interdependencies and re-planning when priorities or funding change.
- Score and prioritize initiatives against strategic objectives
- Balance demand with resource capacity and funding
- Track portfolio financials, forecasts and variances
- Manage interdependencies and portfolio-level risks
- Run portfolio reviews and re-prioritization
- Report portfolio performance and benefits to leadership
Who this role reports to, who reports to them, and the peers they work with most.
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The Portfolio Manager balances demand, capacity and investment, and the Head of PMO, the Chief Strategy Officer and the FP&A Manager expect every selection, re-prioritization and variance explained against strategy. SmartSuite holds scoring, roadmaps, financials and dependencies on one registry, so re-planning when funding or priorities change starts from current data, not a rebuilt spreadsheet.
Portfolio roadmaps and timelines show milestones and dependencies across quarters, programs and teams, so when one initiative slips you can see which others it drags and re-sequence them before the Program Manager finds out the hard way.
Decision traceability records why each initiative was approved, deferred or stopped, backed by its scores and governance history, so a portfolio review that reorders the list leaves a defensible trail rather than a changed spreadsheet.
Portfolio-level risks and dependencies carry assigned owners and mitigation actions, so the risk that two programs need the same team in the same quarter is tracked to a decision rather than noted in the minutes.
Investment performance insight compares spend and effort with progress and outcome delivery per initiative, so the conversation with the FP&A Manager is about whether the money is buying results, not only whether it is on budget.
Dependency tracking and hand-offs in each project manage upstream and downstream commitments between teams, so the dependency you see at portfolio level is backed by the Project Manager's actual delivery date, not an estimate.
Alignment to strategy and OKRs links each portfolio to the Chief Strategy Officer's goals, so Strategic Roadmapping shows which objectives an initiative advances and a request that advances none is visible for what it is.
Benefits and outcomes visibility tracks intended outcomes and KPI progress against strategic objectives, so benefits realization is reported from the same registry as delivery rather than from a business case nobody reopened.
Automated alerts flag stalled initiatives, slipping timelines and escalating risks, so the Head of PMO hears about a problem initiative from you with a plan rather than from the dashboard on the day.
Use the AI Assistant in a SmartDoc field to generate portfolio summaries, risk highlights and executive briefings from live data, and steering committee dashboards from the same records, so the pack is current the morning it is presented.
Intake. Scores incoming demand against strategy and capacity before it enters the portfolio.
Financials. Tracks portfolio budgets, actuals and forecasts with variance alerts.
Resourcing. Shows resource demand against capacity across initiatives.
Reporting. Produces portfolio dashboards and prioritization views for leadership.
Prioritize investments, align initiatives to strategy, and track outcomes with portfolio dashboards that draw on project, program, and financial records.
Capture, evaluate, and approve project requests with intake forms, scoring, approval workflows, and visibility across your pipeline.
Plan, track, and manage project budgets, actual costs, and investment performance across projects, programs, and portfolios.
Plan, allocate, and balance resources with visibility into capacity, utilization, and demand across projects, programs, and teams.
Plan and visualize strategic initiatives over time with roadmaps linked to the programs, projects, resources, and priorities that deliver them.
The PMI's Standard for Portfolio Management (4th edition, November 2017) sets out the portfolio life cycle, strategic management, governance, capacity and capability management, stakeholder engagement, value management and risk management the Portfolio Manager runs, and PeopleCert's Management of Portfolios guidance (formerly Axelos) describes the same practice as a define-and-deliver cycle.
Public sector and regulated organizations add capital-planning rules on top: US federal agencies plan, budget and manage capital assets under Part 7 of OMB Circular A-11 and its Capital Programming Guide, EU financial entities govern ICT change under DORA, and listed companies treat gate decisions on projects that change financial systems as SOX change-control evidence.
See the role
The Portfolio Manager balances demand, capacity and investment across the initiative portfolio: scoring and prioritizing initiatives against strategic objectives, balancing demand with resource capacity and funding, tracking portfolio financials, forecasts and variances, managing interdependencies and portfolio-level risks, running portfolio reviews and re-prioritization when priorities or funding change, and reporting portfolio performance and benefits to the Head of PMO and leadership. The PMI's Standard for Portfolio Management and Management of Portfolios describe the practice.
Project Intake & Approvals scores incoming demand against strategy and capacity before it enters the portfolio, so every proposal is assessed on the same criteria, its contribution to the strategic objectives in Strategic Roadmapping is explicit and the capacity it would consume is visible before a decision. The Portfolio Manager presents comparable cases to the Chief Strategy Officer rather than competing narratives, and the PMO Analyst administers the form and scoring behind it.
Project Financial Management tracks portfolio budgets, actuals and forecasts with variance alerts, so the Portfolio Manager is told when an initiative's forecast moves away from its budget rather than finding out at the quarterly review. The FP&A Manager sees the same figures for the finance view, and the variance across the portfolio is the basis for re-planning when funding changes. Portfolio Management holds the whole picture across initiatives.
Resource Management shows resource demand against capacity across initiatives, so the Portfolio Manager can see where the same people or teams are committed to several initiatives at once and where capacity is unused. When a Program Manager asks for more or an initiative slips, the effect on the rest of the portfolio is visible in the same view, which is how interdependencies are managed rather than discovered.
SmartSuite produces portfolio dashboards and prioritization views for leadership from the intake, financial and resource records as they stand. The Portfolio Manager can show the Head of PMO how initiatives rank against strategy, where financial variances sit and how capacity is allocated, and bring the same prioritization view into a portfolio review. The IT Service Manager sees the technology initiatives in the same portfolio, so the IT and business views agree.
A portfolio team needs its current initiative list with owners, budgets and status, the strategic objectives it scores against and the resource pool. New customers can start with SmartSuite Onboarding, a guided four-week program around one or two priority workflows; for a portfolio team the first workflow is intake scoring, with financial tracking and the capacity view following. The first prioritization view shows where the existing portfolio sits against strategy, which is often the first honest ranking the organization has had, and capital-planning rules such as OMB Circular A-11 are met from the same records.
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