The Four-Spine Standards Model

A portfolio is not a big project; a contract is not a project attachment; a subcontract is not a vendor row. Each layer hangs on its own governing kernel, its ISO twin, and its US-government overlay. Adopted from the parallel-track CANON model.

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Cross-cutting standards on every spine: PMI EVM · Risk · WBS · Scheduling · Estimating · Business Analysis · Governance; ISO 21508 (EVM) / 21511 (WBS) / 31000 (risk) / 10007 (config); EIA-748 categories only, EVMSIG, IPMDAR, DCMA 14-point; ITAR/EAR/CUI markings. Copyrighted standards are cited by locator; FAR/DFARS/GAO/DCMA public-domain text may be shown. See References and Traceability.

Portfolio Prioritization

Weighted score = Strategic Value (×0.35) + ROI (×0.30) + Urgency (×0.20) − Risk (×0.15). Ranked high to low. Drives funding decisions.

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PMO Funding Gates

Stage-gate governance. PMO decides Approve / Hold / Kill at each gate. Nothing advances without a decision on the record.

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Approve Hold Kill

Resource Capacity — Cross-Program

Allocation % per role per month across all programs. Roles, not personal names (public-demo rule). ■ <80% ■ 80–100% ■ >100% over-allocated

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