In a mature SPM operating model, how should governance be designed when portfolio prioritization indicates that an initiative should proceed, but enterprise architecture, risk, capacity, or existing investment commitments indicate that it should not?
I am particularly interested in where experience organizations establish the authoritative decision point between strategic priorities, portfolio scoring, investment funding, architecture governance, risk appetite, and resource constraints.
How are these competing decision inputs represented in ServiceNow without turning SPM into either a passive reporting system or an automated scoring mechanism that effectively makes governance decisions?
What decision rights, approval gates, exception mechanisms, and measures have you found effective for determining whether SPM is actually improving portfolio outcomes rather than simply producing better portfolio reporting?
