Project Portfolio Review Meeting
A standardized, tiered accountability framework for reviewing active manufacturing initiatives, capital projects, and continuous improvement programs. Replaces ad-hoc reporting with a lean, decision-driven cadence.
The Project Portfolio Review (PPR) Meeting is a recurring, structured governance forum designed to provide executive operations leadership with a standardized, data-driven status update on all active continuous improvement, capital expenditure, and strategic manufacturing initiatives. This program consolidates project scheduling, resource allocation, risk mitigation, and budget velocity into a single, tiered accountability framework, replacing informal ad-hoc reports with a transparent, lean management system.
This program applies to all active and proposed projects within the manufacturing division with an estimated effort exceeding 40 man-hours or a capital expenditure over $5,000. It governs mandatory monthly review cadences for all departmental project sponsors, plant managers, and the executive leadership team (COO, VP of Operations, Plant Director). Exclusions are limited to emergency reactive maintenance work covered under the Work Order Management protocol.
- Charter Discipline: ALL active projects MUST have a current, published A3 or One-Page Project Charter in the shared digital repository (e.g., Teams, SharePoint) no later than 48 hours prior to the scheduled PPR meeting.
- Traffic Light Accountability: PROJECT HEALTH is visually flagged using a strict RAG (Red, Amber, Green) status. Red = critical path breached or budget >10% overspent; Amber = at-risk with mitigation plan required; Green = on-track.
- Roll-Up Reporting: Each Plant Manager must submit their consolidated site portfolio dashboard to the Operations Excellence team 72 hours before the executive review.
- Decision, Not Just Update: Each RAG 'Red' item must be accompanied by a specific leadership request (e.g., resource reallocation, budget approval, scope change).
- Executive Sponsor (COO/VP Ops): Approves portfolio prioritization, allocates contingency capital, removes executive-level roadblocks impeding project delivery.
- Plant Manager / Department Head: Owners of their respective site portfolio. Responsible for accuracy of RAG status, resource loading, and timely submission of the roll-up report.
- Project Sponsor (Initiative Lead): Completes the A3 charter, presents the initiative status, and explicitly requests decisions or support from the review board.
- Operations Excellence (Lean Team): Facilitates the PPR meeting, maintains the master portfolio register, audits A3 quality, and tracks all action items arising from the review.