The Investments portlet on the Portfolio Scorecard page displays all included investments having the status as selected from the toolbar. The investments consist of those to which you have access rights, and that match the view and filter settings you selected from the toolbar. For example, if you chose to view unapproved investments, the list displays only the investments with a status other than "Approved" in the portfolio and that you have access to.
Use this portlet to do the following:
Visibility into remaining cost and remaining role allocation is important when planning a portfolio. It helps you determine how much of the budget remains and how much additional capacity is required. Planning a portfolio becomes easier when you can compare your portfolio’s budget and role capacity with the correct budget values and the correct role demand.
To view this portlet
If this page is minimized to display all portlets, this portlet is the first section on the page.
The portfolio’s values are displayed in the rows at the bottom of the portlet:
The following explains how data in the Role Demand, Remaining Role Allocation, and Role Actuals columns vary on the Investments portlet based on what you select from the Portfolio Roles filter:
When you filter on a particular role, then all columns show the numbers related to that role:
When No Role Assigned is selected in the filter:
No Role Assigned is a special entry that represents demand for resources that do not have a role assigned to them. This matches the behavior of the Role Capacity page found on the investment. The values for this entry are included in the aggregated total even when "no role" option is selected. You can always choose No Role Assigned when filtering on a specific role.
The following describes what the planned cost values indicate for department and generic portfolios:
Example
INR Financial created and approved the Fast Track Xchange project. The internal customers, Global Securities and Cash Management divisions have agreed to pay for all costs associated with this project. The following chargeback rules were set up for the project from 1/ 1/ 07 to 12/31/ 08 as follows:
The budget properties for the year 2007 for the project is set up as follows:
The budget properties for the year 2008 for the project is set up as follows:
The portfolio manager creates the following customer department portfolios:
Both portfolios belong to the INR Financial/Cash Management department and include the "Fast Track Xchange" investment. The portfolio manager navigates to the Scorecard tab. The planned cost value for the same investment appears as follows in the two portfolios:
If a chargeback rule is set up for an investment to charge a particular department, then that investment is included in that department's customer portfolio.
If an investment has a parent and if both the parent and the child investments have been set to charge a department, charges get aggregated to the top-level based on the investment allocation. This is true if the parent investment is included in the portfolio. If only the child investment is included in the portfolio, only the cost associated with it is displayed.
Consider the following example: The budget for investments P1, P2, and A1 is $100,000 each for the year 2007. As P1 and A1 are charged to department D1, both these investments are available in the customer department portfolio for D1. A1 is a child of P1 and P2 and is allocated at 50% to each parent.
| Copyright © 2010 CA. All rights reserved. | Email CA Technologies about this topic |