OnePlan
Key Info:
OnePlan is strategic project and portfolio management software for connecting goals, investments, resources, financials and execution across enterprise portfolios.
Details
Strategic portfolio scope
OnePlan is strategic project and portfolio management software for organisations that need to connect business goals with initiatives, resources, financials and execution. Its current official scope includes strategy alignment, portfolio planning, resource and capacity management, financial planning, work delivery, reporting and integrations. It supports multiple delivery tools while providing a central portfolio view.
Evaluation scenario
Create a representative portfolio with proposed, approved and active initiatives. Add strategic objectives, value measures, budgets, milestones, dependencies and resource demand. Compare two investment scenarios, select one plan and then introduce a funding reduction or scarce-role constraint. Evaluators should be able to trace the consequences before changing commitments.
Strategy and prioritisation
Define goals, measurable outcomes and portfolio hierarchies that match the organisation's governance model. Test idea intake, value scoring and prioritisation with mandatory, high-risk and uncertain proposals. Review whether decision makers can inspect assumptions, document overrides and explain why one initiative was funded while another was deferred.
Resources and financials
Model teams, roles, named resources, availability, rates and capacity at the level that can be maintained. Test part-time allocation, shared specialists and delayed hiring. Add planned and forecast costs across different categories, then reconcile totals with finance and workforce systems that remain authoritative. Confirm that portfolio changes update capacity and financial views consistently.
Execution and integrations
Connect a small delivery sample from the tools teams actually use, such as agile, project scheduling or collaborative work systems. Introduce a late milestone and cross-project dependency, then review how status and forecasts roll into the portfolio. Integration ownership, synchronization direction and exception handling should be explicit to avoid duplicate systems of record.
Reporting and governance
Build views for executives, portfolio managers, finance, resource owners and delivery leaders. Test permissions for strategy, scenarios, funding, baselines and forecasts. Reproduce a decision change and verify its history. Reports should expose stale or incomplete data rather than present unsupported precision, and drilldowns should lead to the underlying evidence.
Rollout checkpoint
Begin with one portfolio and one existing decision cadence. Measure reporting effort, decision lead time, unresolved data issues and late resource conflicts. Expand only when the pilot can repeat prioritisation, reconcile resources and financials, preserve an auditable decision history and operate without shadow spreadsheets becoming the practical source of truth.