Project portfolio management
T-NEX PPM connects portfolios, projects, resources and costs. Plan work packages, agree capacity and compare changes against an established baseline.
Learn morePPM for regulated markets
Manage project portfolios with realistic capacity.
T-NEX PPM connects strategic priorities with project planning, resources and costs. Project teams report their requirements and line managers confirm available capacity. PMO, project leads and management work from a shared planning baseline.
A5Hub · project reference
Portfolio, resources and dates in context.
Portfolio, resources and milestone forecasts at a glance. Views from A5Hub illustrate the planning workflow.
Review the portfolio
Review the portfolio
The portfolio view connects projects, budgets and status. Resource conflicts appear in the context of the affected projects.
Shared view of projects, budget and resource conflicts
Enlarge viewCompare demand and commitments
Plan, commitments and actuals are shown separately for each work package. Project demand and line-management commitments can be compared directly.
Plan, line-management commitment and actuals shown separately
Enlarge viewCompare forecast dates
Milestone-trend analysis shows how forecast dates change across reports. It uses exported status reports, not automatic AI date predictions.
Milestone forecast history as a chart or list
Enlarge view In daily work
Connect portfolio priorities with project work
For project managers, PMOs, portfolio managers and line managers in banks, insurers and other regulated organisations.
T-NEX PPM organises initiatives into portfolios and subportfolios. Their projects expose budget, progress and status. Table, board, calendar, Gantt and analytical views provide different ways to work with the same records.
A project-interface matrix and consolidated risk view support steering meetings. A saved snapshot provides a stable comparison point, while the live view reflects current planning. The PMO can therefore choose which figures form the basis of a meeting.
Programme functions are disabled by default and are not yet fully developed. If your project requires programme management, we assess and agree that scope separately.
Functions
How the application supports your team.
01
Portfolios and projects
Manage initiatives, budgets, dates and risks through connected views.
02
Work breakdown and Gantt
Maintain work packages, milestones, dependencies and critical path in one plan.
03
Resource requests
Track demand, approved quotas and committed people separately.
04
Baselines and forecast
Compare current planning with saved reference positions.
05
AI planning proposal
Review and edit structural proposals individually before acceptance.
06
Project status and responsibilities
Connect reports, changes, risks and tasks with responsible owners.
Overview
What connects the work breakdown structure and schedule?
The work breakdown structure divides an initiative into phases, work packages and milestones. Gantt presents the same structure on a timeline, with dependencies, progress and baseline dates. Users with the relevant permission can move activities and edit their relationships.
Baselines preserve a planning position for comparison, making movement against the agreed starting point visible. The critical path, different time scales and export support schedule discussions between project management and the departments involved.
Overview
Align resource requirements with line management
Project management plans demand by organisational unit, competence and period. A preview shows which line managers will receive each request before it is sent. Demand planning compares that request with available capacity and ongoing line work.
Line management can approve a quota, reject it with a reason or commit specific people. Quota approval and a named-person commitment remain distinct states. Only the commitment identifies who is actually assigned. Portfolio and utilisation views expose outstanding demand and capacity constraints.
| Status | Meaning |
|---|---|
| Draft | Demand is being prepared within the project. |
| Requested | Line management receives the demand for a decision. |
| Approved | A quota is approved; specific people are not yet committed. |
| Committed | Specific people are assigned to the demand. |
| Rejected | Line management has declined the demand with a reason. |
Overview
Prepare project plans with AI support
The work-breakdown assistant can prepare a structure from a description or suggest changes to an existing plan. Its preview distinguishes new, changed, removed and unchanged items. Project owners can select individual proposals and correct effort, duration or names.
Only accepting the selected changes writes them to the work breakdown structure. Optional proposed risks, stakeholders and tasks are reviewed as well. The function requires a configured AI backend and can be disabled by administration. Capacity and project-authorisation decisions remain with the responsible people.
Overview
How are changes, risks and reports followed through?
Change requests record effects on dates, costs, resources and scope. Decision and implementation are separate steps. Where an approved change affects planning, a new baseline can establish the next comparison point.
Project reports combine achievements, next steps, variances, risks and decisions required. Export freezes the report and creates the snapshot used for milestone trend analysis. Project risks remain visible in the consolidated view while being maintained within the relevant project.
Overview
What do the PMO, line managers and staff see?
Roles for portfolio and project management, line managers, staff and external contributors divide the work. Staff access assigned tasks and time recording; line management handles resource demand and capacity. Actual access follows the configured roles and assignments. The separately documented programme role does not automatically enable programme functionality.
Reports on utilisation, competences and baseline versus current forecast support the next planning decision. The competence matrix distinguishes recorded qualifications and their validity. Organisational structure, capacity, skills, calendars and permissions are therefore configured together before rollout.
Overview
Product brief for your project
The brief brings together functions, roles, integration questions and acceptance criteria. T-NEX PPM supports your project portfolio; views from the A5Hub project illustrate the planning workflows. We agree your specific scope together.
Schematic workflow example · no customer data
From resource demand to a named commitment
A project to introduce a service portal needs business analysis and development capacity. This example shows how the project manager and line managers coordinate shared resources.
Starting point
- Work packages and planned period
- Required skills and organisational units
- Capacity, operational work and existing commitments
Project manager
Plan demand
The project manager records internal demand by work package, organisational unit, skill and period.
Review and result
Review: Does the demand match the scope? Have the planning level and unit been agreed?
Result: A draft resource plan.
Project manager
Send the request
A preview shows which organisational unit receives each part of the demand. The resource request is then submitted.
Review and result
Review: Check recipients and periods before submitting.
Result: The demand row changes to Requested.
Line manager
Approve an allowance
The line manager checks demand and available capacity, then approves an allowance. A rejection includes a reason.
Review and result
Review: Include other projects and operational work in the capacity decision.
Result: An approved allowance without a named assignment yet.
Line manager
Commit named people
The line manager identifies the people who will cover the approved demand during the planned period.
Review and result
Review: Check skills, availability and competing commitments.
Result: The demand row changes to Committed and specific capacity is assigned.
Project manager
Compare demand and commitment
The resource plan shows the original demand alongside the actual commitment.
Review and result
Review: Identify outstanding demand and coordinate further with the line manager where needed.
Result: An agreed plan with any remaining gaps visible.
Project manager and team
Track delivery
As work progresses, the team records actual time. Planned demand, committed capacity and actuals remain separate values.
Review and result
Review: Review variances before changing dates or requesting further capacity.
Result: A traceable basis for project and capacity management.
The resulting work product
The project can distinguish the capacity it requested, the allowance that was approved and the people who were actually committed.
An approved allowance is not a named commitment. External team members do not follow this internal approval process. This illustration explains the documented workflow; it is not an original product screenshot.
The workflow
How we introduce the solution.
- 01
Define portfolio structure, project types and institutional roles.
- 02
Configure organisational units, people, capacity and competences.
- 03
Plan one initiative and complete a resource-request cycle.
- 04
Check its baseline, status report and change-request workflow.
- 05
Extend the accepted process to further initiatives.
What needs to be agreed before use
Programme functions are disabled by default and are not yet fully developed. If your project requires programme management, we assess and agree that scope separately.
FAQ
Questions about the solution
How does resource approval differ from commitment?
Approval confirms a quota. Commitment assigns specific people. These remain separate states so planned demand is not confused with confirmed staffing.
Does resource planning consider ongoing line work?
Line activities are included in the capacity view. Project demand, committed capacity and ongoing departmental work can therefore be considered together.
Does AI change a project plan automatically?
No. AI presents an editable proposal. Only explicitly selected changes are accepted. Business decisions remain with the project owner.
What supplies milestone trend analysis?
Saved snapshots from exported status reports. A draft report alone does not create that snapshot.
Can several projects be managed within a programme?
Programme functions are disabled by default and are not yet fully developed. If your project requires programme management, we assess and agree that scope separately.
Is PPM also available outside regulated institutions?
Yes. T-NEX also offers PPM for companies. This institutional page addresses project management, PMO and line-management work in regulated organisations, with structures and approval processes adapted to the organisation.
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