Portfolio and Investment Management

How to optimally choose potential projects with limited resources? We'll show you the solution to this and other portfolio management challenges.

Over 10 years working with portfolio management, we pioneered the development of a single model for comparison between projects, allowing the mathematical comparison between the direct investment (CAPEX) and the administrative project and support.

Using statistical and mathematical pre-configured models, your organization can compare, for example, the benefits and ROI of a new industrial unit construction with a training center construction.

Only those who have helped more than 30 national and multinational companies in making investment decisions involving more than 10 billion dollars are able to support and guide your organization in the proper management of the portfolio.

Key issues addressed

  • Informality in the project feasibility decision
  • Empirical and informal investment assessment
  • Inability to compare investment projects with administrative projects
  • Competition between projects based on the sponsor power and not on a comparison structured process
  • Misalignment between organizational strategy and project proposals
  • Unnecessary spending on misaligned projects
  • Exclusive financial comparison between projects
  • Late and ineffective decision making

Scope of work

  • Portfolio management maturity assessment, gaps analysis and project selection
  • Design of the Portfolio Management Process Models
  • Mathematical modeling of Intangible benefits of the administrative or not directly measurable Projects (Bayseana Estimate)
  • Comparison criteria definition
  • Projects Prioritization Table development and adjustment
  • Project essential informations model structuring involving the required documentation for a potential project assessment
  • Mathematical modeling of the portfolio financial reserves
  • Establishment of the global portfolio projects performance indicators
  • Team profile definition and team development for the companys’ portfolio management office
  • Scenario Planning
  • Proof of concept and pilot project
  • Assisted Operation

Fact sheet

Estimated duration [?]

6 to 8 months

Work Complexity [?]


Client's team (minimum required) [?]

1 Project Manager and 1 Planning Analyst

Client's team allocation x Macrosolutions team allocation [?]

40% Client's Team
60% Macrosolutions' Team

Project estimated number of visits [?]

6 visits

Maturity Level (minimum required) [?]

Medium to high

Languages [?]

Portuguese, English, Spanish

Organizational level of coverage [?]

Corporate: ★★★★★
Departmental: ★★★★
Project: ★★★

Supported standards and methodologies

Project Management Institute (PMI)
  • PMBOK® Guide
  • PMI Standard for Portfolio Management
  • PMI Standard for Program Management
  • PMI Project Manager Development Competency Framework
UK Office of Government Commerce (OGC)
  • MSP (Managing Successful Programmes)
  • P3M3 (Portfolio, Programme, and Project Management Maturity Model)
  • P3O (Portfolio, Programme and Project Offices)
  • MoP (Management of Portfolios)
International Project Management Association (IPMA)
  • ICB® IPMA Competence Baseline

Areas: approach comprehensiveness

AreaApproach comprehensivenessDescription


Includes the processes required to ensure that the various elements of the project are properly coordinated.


Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.


Includes the processes required to ensure timely completion of the project.


Includes the processes required to ensure that the project is completed within the approved budget.
QualityOptionalIncludes the processes required to ensure that the project will satisfy the needs for which it was undertaken.
Human Resources


Includes the processes required to make the most effective use of the people involved with the project.


Includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information.


Systematic process of identifying, analyzing, and responding to project risks. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives.
ProcurementOptionalIncludes the processes required to acquire goods and services from outside the performing organization to attain project scope.


EHSOptionalInvolves processes related to work safety, health and environment, including specific regulations.
Strategic Planning


Involves the processes which link projects with corporate strategy through the indicators of the Balanced Scorecard's goals.