AMIGO™ Enterprise Transformation Readiness Assessment

📁 Portfolio Management Capabilities

Assess how your organization governs, prioritizes, and optimizes its portfolio of programs and projects.

Question 1 of 45

How would you describe your organization's Portfolio Governance Structure?

No formal portfolio governance team exists We have a Portfolio governance team that takes on a few basic PPM responsibilities such as reviewing project proposals or Stage Gates We have a Portfolio governance team consistently involved with established PPM processes such as work intake, prioritization, portfolio planning, resource capacity planning and portfolio risk management Our Portfolio governance team accounts for different size and complexity of programs when optimizing the Portfolio Our Portfolio Governance is so embedded that any changes in vision, strategy, or objectives are evaluated across every portfolio

Question 2 of 45

How would you describe your organization's Portfolio Decision-making structure?

The portfolio decision making processes are ad hoc and inconsistent Portfolio governance team roles and responsibilities are generally defined, but not consistently followed We have a governance framework where each level has its own thresholds that limit its authority. Program Steering Committees are set for all programs Decision making processes are streamlined. Our Governance framework ensures decisions are made consistently up and down the organization Portfolio considerations and decision making is embedded in all leadership meetings and activities throughout the organization

Question 3 of 45

How would you describe the management of your Portfolios within your organization?

Portfolio management is not practiced, or exists in word only Portfolio management predominantly takes a singular program/project view (managed on a project-by-project basis) The Portfolio Governance team shifts from singular program/project view to total portfolio view. Portfolio investment categories are established The Portfolio Governance team spends more time on portfolio metrics and processes to ensure optimization across investment categories All Senior Leaders have adopted a total portfolio view. There is balance in various categories and the balancing process is understood throughout

Question 4 of 45

How does your organization terminate Programs/Projects?

Program/Project Termination is not practiced in our organization Some programs/projects have been terminated, but the process is inconsistent We have a documented termination process that is followed for major programs Termination decisions are data-driven with clear criteria and lessons learned capture Termination is a healthy part of portfolio optimization, with resources immediately reallocated to higher-value work

Question 5 of 45 🤖 AI-Enhanced

How does your organization use AI/ML for Portfolio decisions?

We don't use AI for portfolio decisions We're exploring how AI could help but haven't implemented anything We use basic analytics and dashboards with some predictive elements AI-powered insights inform prioritization, resource allocation, and risk assessment AI is embedded in portfolio management with real-time optimization recommendations and scenario modeling

Question 6 of 45

How does your organization take requests for new Programs/Projects?

We don't have a mechanism to request new programs or projects Requests come through various informal channels with no standard process We have a formal intake process with standard request forms and initial evaluation Our intake process includes business case requirements, strategic alignment scoring, and preliminary resource assessment Intake is continuous with real-time portfolio impact analysis and automated routing to appropriate governance forums

Question 7 of 45

How does your organization discuss the potential benefits of requested Programs/Projects?

Benefits are rarely discussed or documented Qualitative benefits and "guesstimated" financial benefits are documented Benefits are quantified with clear metrics and ownership assigned Benefits realization plans are required with tracking mechanisms built into project governance Benefits are actively tracked post-implementation with variance analysis informing future investment decisions

Question 8 of 45

How does your organization capture ideas or opportunities to improve?

We don't have a mechanism to capture ideas or opportunities Ideas are captured informally, often lost or forgotten We have an ideation process with periodic reviews Innovation pipeline is managed actively with stage-gate evaluation and executive sponsorship Continuous innovation culture with crowd-sourced ideation, rapid prototyping, and fast-track funding for validated concepts

Question 9 of 45

How does your organization prioritize planned or active initiatives?

We don't have processes for prioritizing our Programs/Projects Programs/Projects are prioritized using simplistic methods (first-come or loudest voice) We use a scoring model with weighted criteria for prioritization Prioritization considers strategic alignment, resource constraints, dependencies, and risk in an integrated model Dynamic prioritization with real-time optimization based on changing conditions and value delivery

Question 10 of 45

When evaluating a Program/Project, how do you evaluate it against strategic goals?

Strategic alignment is not considered Strategic alignment is considered but criteria have not been developed We have defined strategic criteria and evaluate projects against them Strategic alignment is a gating factor with quantified contribution to strategic objectives Real-time strategy cascade ensures all work is explicitly linked to strategic objectives with automated alignment tracking

Question 11 of 45

How does your organization manage your pipeline of programs/projects?

Our Program/Project Pipeline is not documented or understood. Interdependencies are not understood We maintain a project list but pipeline management is reactive Pipeline is actively managed with stage-gate reviews and dependency mapping Pipeline health is monitored with capacity planning and proactive bottleneck identification Integrated pipeline management with flow optimization, WIP limits, and predictive delivery forecasting

Question 12 of 45

How does your organization manage its implementation resources?

No formal resource pools are managed. Resource over-utilization is normal Resources are tracked but allocation is often reactive and conflict-driven Resource pools are defined with periodic capacity reviews Integrated resource management with skills inventory, capacity planning, and allocation optimization Strategic workforce planning with predictive capacity models and dynamic resource optimization

Question 13 of 45 🤖 AI-Enhanced

How does your organization use AI for resource optimization?

We don't use AI for resource management We're interested but haven't implemented AI for resource optimization We use analytics to identify resource conflicts and capacity issues AI recommends optimal resource allocations based on skills, availability, and project needs AI continuously optimizes resource allocation with predictive demand forecasting and automated rebalancing

Question 14 of 45

How does your organization measure resource capacity?

Resource capacity is not measured Capacity is estimated based on headcount with limited visibility to actual availability We track time and can report on capacity utilization by resource pool Capacity planning is forward-looking with demand forecasting and scenario analysis Real-time capacity intelligence with predictive analytics and automated demand-supply balancing

Question 15 of 45

How does your organization manage portfolio performance?

Portfolio views of aggregated program/project data are not available We have portfolio reports but they're often outdated or incomplete Regular portfolio reviews with standardized metrics and status reporting Portfolio dashboards with leading indicators, trend analysis, and exception-based management Real-time portfolio intelligence with predictive health indicators and automated intervention triggers

📋 Program & Project Management Capabilities

Evaluate how your organization delivers individual programs and projects across the core knowledge areas.

Question 16 of 45

How well does your organization typically manage scope on its Programs/Projects?

Scope is poorly defined and scope creep is rampant Basic scope management process exists but is used inconsistently Scope management is standard practice with change control procedures Scope is baselined with integrated change management and impact analysis Scope is dynamically managed with value-based prioritization and continuous backlog refinement

Question 17 of 45

How well does your organization typically manage schedule on its Programs/Projects?

Schedules are rarely created or maintained. Projects routinely miss deadlines Basic scheduling exists for large projects but practices vary widely Standard scheduling practices with milestone tracking and variance reporting Integrated master schedules with critical path analysis and proactive risk mitigation Predictive scheduling with Monte Carlo simulation and automated schedule optimization

Question 18 of 45

How well does your organization typically manage costs on its Programs/Projects?

Cost management is minimal. Projects routinely exceed budget Some cost tracking exists but estimates are often inaccurate Standard cost estimating and tracking with regular variance analysis Earned value management with forecast accuracy and proactive cost control Predictive cost intelligence with real-time tracking and automated budget optimization

Question 19 of 45

How well does your organization typically manage quality on its Programs/Projects?

Quality is reactive—issues found late in delivery or after go-live Some quality practices exist but are inconsistently applied Quality processes are documented and applied as organizational standards Integrated quality management with prevention focus and continuous improvement Quality is embedded in culture with automated quality gates and predictive defect analysis

Question 20 of 45

How are Program/Project Communications typically handled?

Communications are ad hoc. Stakeholders often feel uninformed Basic communications exist for large programs but vary by project Standard communication plans with regular status updates and stakeholder notifications Proactive multi-channel communications tailored to stakeholder needs Real-time transparency with self-service dashboards and automated intelligent notifications

Question 21 of 45

How do your Programs/Projects typically handle risks?

Risk management is practiced in an ad hoc manner if at all Some risk identification happens but response planning is weak Risk management processes are utilized for most projects with regular reviews Integrated risk management with quantified impact and proactive mitigation tracking Predictive risk intelligence with AI-powered early warning and automated response triggers

Question 22 of 45 🤖 AI-Enhanced

How does your organization use AI for risk prediction and mitigation?

We don't use AI for risk management We're interested but haven't implemented AI for risk prediction We use analytics to identify risk patterns from historical data AI predicts risks based on project characteristics and recommends mitigations Real-time AI risk monitoring with automated alerts and dynamic response recommendations

Question 23 of 45

How does your organization typically acquire and manage vendors/solution partners?

Vendor management is ad hoc with no standard procurement process Basic procurement exists but vendor performance tracking is minimal Standard procurement processes with vendor evaluation and contract management Strategic vendor management with performance scorecards and relationship development Vendor ecosystem management with co-innovation partnerships and value-based contracting

Question 24 of 45

How does your organization manage relationships with internal and external stakeholders?

Stakeholder management is not practiced—we focus only on deliverables Basic stakeholder management exists for large programs only Stakeholder identification and engagement plans are standard practice Proactive stakeholder engagement with influence strategies and satisfaction tracking Stakeholders are partners in delivery with continuous feedback and co-creation

Question 25 of 45

How does your organization manage integrated program components?

Projects operate independently with no integration management Some coordination exists but integration is often reactive Program integration is institutionalized with central PMIS and standard processes PMO provides integrated oversight with dependency management and cross-project optimization Seamless integration with real-time data analytics and automated cross-project coordination

Question 26 of 45

How does your organization perform program/project tracking?

No standard tracking—status is gathered ad hoc when asked A project list is maintained but tracking depth varies by project Standard status reporting with defined metrics and regular review cadence Integrated project tracking with leading indicators and exception-based management Real-time tracking with automated data collection and predictive health analytics

Question 27 of 45 🤖 AI-Enhanced

How does your organization use AI for project status and health assessment?

We don't use AI for project tracking We're exploring AI for project analytics We use dashboards with some automated analysis AI identifies at-risk projects and suggests interventions AI provides real-time health scores with automated escalation and recovery recommendations

Question 28 of 45

How is Program/Project data consumed and evaluated across your organization?

Data is siloed in individual project files with no aggregation Portfolio reports exist but data quality and consistency is questionable Standardized data collection enables consistent portfolio reporting Data-driven decision making with executive dashboards and trend analysis Enterprise data platform with self-service analytics and AI-powered insights

Question 29 of 45

How is Portfolio information communicated within your organization?

Portfolio information not readily available or communicated Periodic portfolio updates to executives only Regular portfolio communications to relevant stakeholders Transparent portfolio visibility with role-based dashboards Real-time portfolio transparency embedded in organizational operations

Question 30 of 45

How does your organization analyze and present your Portfolio of Programs/Projects?

Portfolio analysis and reporting does not exist Basic portfolio lists and status summaries Portfolio views with categorization and performance metrics Advanced portfolio analytics with scenario modeling and optimization insights AI-powered portfolio intelligence with predictive analytics and automated recommendations

🚀 Implementation Delivery Capabilities

Assess how your organization executes the technical and organizational aspects of transformation delivery.

Question 31 of 45

How does your organization manage business processes during Programs/Projects?

Business processes are not formally managed during projects Processes are defined on a project-by-project basis with inconsistent documentation Standard process documentation methodology with repository Enterprise process management with ownership and continuous improvement Process intelligence with mining, automation identification, and optimization

Question 32 of 45

How does your organization support the organizational transformation required for implementation?

No formal change management—changes are imposed on the organization Some change management exists on larger programs but inconsistently Organizational change management is standard practice with trained practitioners Integrated change management with adoption metrics and sustainment planning Change capability is a competitive advantage with change-ready culture

Question 33 of 45 🤖 AI-Enhanced

How does your organization use AI to support organizational change?

We don't use AI for change management We're exploring AI applications for change management We use analytics to track adoption and identify resistance AI predicts adoption barriers and recommends targeted interventions AI-powered change intelligence with sentiment analysis and personalized support

Question 34 of 45

How is strategic data defined, managed, and leveraged within your organization?

Data is not seen as a strategic asset. Inconsistent across systems IT is attempting to formalize data requirements but progress is slow Data governance established with defined standards and ownership Master data management with quality monitoring and cross-system integration Data is a strategic asset with real-time quality, lineage tracking, and monetization

Question 35 of 45

How does your organization manage data migration during implementations?

Data migration is chaotic—often an afterthought Some migration planning exists but execution is often problematic Standard migration methodology with profiling, cleansing, and validation Mature data migration practice with automated quality checks and reconciliation AI-assisted migration with intelligent mapping, anomaly detection, and self-healing

Question 36 of 45

How does your organization manage testing during Programs/Projects?

Testing is chaotic, unstructured, and unpredictable. Systems often have problems after go-live Some testing practices exist but quality varies significantly Testing methodology is documented and followed with test case management Integrated test management with automation, defect tracking, and quality metrics AI-augmented testing with intelligent test generation, risk-based prioritization, and predictive quality

Question 37 of 45 🤖 AI-Enhanced

How does your organization use AI for testing and quality assurance?

We don't use AI for testing We're exploring AI for test automation We use some automated testing tools AI generates test cases and identifies high-risk areas for testing AI-driven testing with self-healing tests, anomaly detection, and continuous quality monitoring

Question 38 of 45

How does your organization manage deployment of solutions (cutover)?

We implement when ready with little notification or planning Basic cutover planning exists but execution is often stressful Cutover methodology with checklists, rehearsals, and go/no-go criteria Sophisticated cutover management with automation, rollback plans, and command center Zero-downtime deployment capabilities with automated rollback and progressive rollout

Question 39 of 45

How does your organization handle hypercare after go-live?

No formal hypercare—users are left to figure things out Some support exists but resources are pulled too quickly Defined hypercare period with dedicated support team and escalation paths Structured hypercare with stabilization metrics and formal knowledge transfer Seamless transition to operations with AI-assisted support and continuous improvement

Question 40 of 45

How does your organization support products after implementation?

Support is reactive with limited documentation or knowledge transfer Basic support exists but knowledge gaps cause issues Formal knowledge transfer with documented runbooks and support handoff Integrated support with historical context and proactive monitoring DevOps/SRE model with continuous delivery and AI-powered incident management

Question 41 of 45

How does your organization train users on new solutions?

"Figure it out" approach with minimal training provided Basic training exists but users struggle after go-live Comprehensive training programs with role-based curriculum Blended learning with ongoing reinforcement and performance support Adaptive learning with AI-personalized content and just-in-time support

Question 42 of 45

How does your organization measure adoption and benefits realization?

We don't measure adoption or benefits after go-live Anecdotal feedback gathered but no formal measurement Adoption metrics tracked with periodic benefits reviews Integrated benefits realization with ongoing tracking and variance analysis Continuous value optimization with real-time adoption intelligence and ROI tracking

Question 43 of 45

How does your organization handle lessons learned?

Lessons learned are not captured or shared Occasionally captured at project close but rarely reviewed Standard lessons learned process with repository Lessons actively inform future projects and methodology improvements Continuous learning culture with AI-curated insights and automated methodology updates

Question 44 of 45

How effective is your organization at sustaining changes after implementation?

Most people revert to old ways within months Adoption varies widely with many workarounds emerging Most changes stick with some backsliding High adoption with measured sustainment and reinforcement Changes become "the new normal" quickly with continuous improvement embedded

Question 45 of 45

How does leadership support implementation success?

Leaders announce the project then disappear Sporadic leadership involvement Leaders participate in key milestones and gate reviews Active executive sponsorship with regular reinforcement and barrier removal Leaders are visible transformation champions throughout with personal accountability

Enterprise Transformation Readiness Assessment

📁 Portfolio Management Capabilities

📋 Program & Project Management Capabilities

🚀 Implementation Delivery Capabilities

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