Understanding the strategic plan
The strategic plan answers an executive question: "I invest €2M on objective A — to what extent do my projects fulfil it, and where does consumption stand?"
It links strategy (objectives endowed with financial envelopes) to execution (the projects and their budgets), and rolls two pieces of information along the same link:
- financials — project budgets, split by shares, compared to the envelopes of each objective;
- achievement — weighted project progress, measuring how each objective advances.
The model objects
| Object | Role |
|---|---|
| Strategic plan | The container: members, project scope, list of objectives. A workspace can hold several plans; a project can contribute to several plans. |
| Objective | The steering unit (e.g. "Competitiveness"). Carries a nature (OPEX/CAPEX or all expenses), its envelopes and its observed achievement. |
| Envelope | A node's financial endowment, per fiscal year (e.g. €2M in 2026). Can be set at any level. |
| Contribution | The project → objective link, carrying a share (%). It splits the project's budget and progress across objectives. |
The share, keystone of the model
Each project distributes 100 % of itself across one or several objectives of the plan. A single-objective project is attached at 100 % (the nominal case, one click); a transverse project can be split, e.g. 60 % on "Reduce costs" and 40 % on "Increase speed".
Two rules guarantee a reconciliation with neither double counting nor loss:
- a project's shares sum to exactly 100 % per plan;
- a project cannot contribute to two nodes of the same branch (an objective and its parent, on inherited hierarchical plans) — its contribution would roll up twice.
As a result, the amounts shown on the objectives always add up to the sum of the attached projects' budgets.
The screens
| Screen | Menu | Purpose |
|---|---|---|
| Definition & members | Strategic management → Definition & members | Create the plan, manage members, fiscal years and the project scope. |
| Objectives | Strategic management → Objectives | List the objectives: nature, envelopes per fiscal year, observed achievement. |
| Contributions | Strategic management → Contributions | Attach projects to objectives with their shares. |
| Tracking | Strategic management → Tracking | The reconciliation: envelopes, amounts, achievement, charts and history. |
The current plan is selected in the top bar, like a portfolio, and the selection is shared by all four screens.
Roles
The strategic plan reuses portfolio roles:
- Owner (manager) — edits the objectives, the scope, the members; takes snapshots; can edit any contribution.
- Reader — views all screens.
- The project leader keeps control of the contributions of their own projects, from the Contributions screen.