Goal templates — Program & Portfolio Management — M5

R&D Program & Project Management · Program & Portfolio Management · M5 — Senior Director

These are canon-derived frames, not advice: every line is either verbatim JobFrame canon text or a fixed template wrapping it. ⟨target⟩ / ⟨baseline⟩ / ⟨date⟩ are placeholders for the manager to fill in. Nothing here is generated by AI — rows are omitted, never invented, when the canon lacks the underlying field.

SMART goals

One row per canon core output / responsibility this level owns.

JFM responsibility (M5)

Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations

Specific: Deliver: "Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Complex org-wide portfolio issues; defines methods for prioritization, capital reallocation and multi-year resourcing."
Relevant: Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division

Specific: Deliver: "Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Complex org-wide portfolio issues; defines methods for prioritization, capital reallocation and multi-year resourcing."
Relevant: Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors

Specific: Deliver: "Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Complex org-wide portfolio issues; defines methods for prioritization, capital reallocation and multi-year resourcing."
Relevant: Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio

Specific: Deliver: "Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Complex org-wide portfolio issues; defines methods for prioritization, capital reallocation and multi-year resourcing."
Relevant: Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions

Specific: Deliver: "Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Complex org-wide portfolio issues; defines methods for prioritization, capital reallocation and multi-year resourcing."
Relevant: Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

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1. Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Complex org-wide portfolio issues; defines methods for prioritization, capital reallocation and multi-year resourcing."
   Relevant:    Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

2. Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Complex org-wide portfolio issues; defines methods for prioritization, capital reallocation and multi-year resourcing."
   Relevant:    Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

3. Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Complex org-wide portfolio issues; defines methods for prioritization, capital reallocation and multi-year resourcing."
   Relevant:    Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

4. Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Complex org-wide portfolio issues; defines methods for prioritization, capital reallocation and multi-year resourcing."
   Relevant:    Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

5. Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Complex org-wide portfolio issues; defines methods for prioritization, capital reallocation and multi-year resourcing."
   Relevant:    Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

OKRs

Objectives from this level's core outputs; key results only where a real dimension or capability backs them.

JFM responsibility (M5)

Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations"
Evidence at this level's scope bar: "Multiple functions or a large department" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division"
Evidence at this level's autonomy bar: "Owns multi-year strategy for the area" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors"
Evidence at this level's complexity bar: "Org-level trade-offs and investment" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio"
Evidence at this level's impact bar: "Multi-function results" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions"
Evidence at this level's decision rights bar: "Owns investment and org design across functions" — ⟨target⟩ by ⟨date⟩

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Objective 1: Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations  [source: JFM responsibility (M5)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations"
  KR2. Evidence at this level's scope bar: "Multiple functions or a large department" — ⟨target⟩ by ⟨date⟩

Objective 2: Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division  [source: JFM responsibility (M5)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division"
  KR2. Evidence at this level's autonomy bar: "Owns multi-year strategy for the area" — ⟨target⟩ by ⟨date⟩

Objective 3: Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors  [source: JFM responsibility (M5)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors"
  KR2. Evidence at this level's complexity bar: "Org-level trade-offs and investment" — ⟨target⟩ by ⟨date⟩

Objective 4: Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio  [source: JFM responsibility (M5)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio"
  KR2. Evidence at this level's impact bar: "Multi-function results" — ⟨target⟩ by ⟨date⟩

Objective 5: Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions  [source: JFM responsibility (M5)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions"
  KR2. Evidence at this level's decision rights bar: "Owns investment and org design across functions" — ⟨target⟩ by ⟨date⟩

MBO areas

Key result areas from this level's responsibilities, each with a standard grounded in the canon leveling rubric where one exists.

Area	Standard	Target	Due
Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations	Consistent with this level's jfm knowledge-application rubric: "Defines portfolio-analytics, capacity-planning and value/risk-estimation methods with division/company-wide implications."	⟨target⟩	⟨date⟩
Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division	Consistent with this level's jfm knowledge-application rubric: "Defines portfolio-analytics, capacity-planning and value/risk-estimation methods with division/company-wide implications."	⟨target⟩	⟨date⟩
Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors	Consistent with this level's jfm knowledge-application rubric: "Defines portfolio-analytics, capacity-planning and value/risk-estimation methods with division/company-wide implications."	⟨target⟩	⟨date⟩
Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio	Consistent with this level's jfm knowledge-application rubric: "Defines portfolio-analytics, capacity-planning and value/risk-estimation methods with division/company-wide implications."	⟨target⟩	⟨date⟩
Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions	Consistent with this level's jfm knowledge-application rubric: "Defines portfolio-analytics, capacity-planning and value/risk-estimation methods with division/company-wide implications."	⟨target⟩	⟨date⟩

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1. Area: Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines portfolio-analytics, capacity-planning and value/risk-estimation methods with division/company-wide implications."
   Target:   ⟨target⟩   Due: ⟨date⟩

2. Area: Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines portfolio-analytics, capacity-planning and value/risk-estimation methods with division/company-wide implications."
   Target:   ⟨target⟩   Due: ⟨date⟩

3. Area: Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines portfolio-analytics, capacity-planning and value/risk-estimation methods with division/company-wide implications."
   Target:   ⟨target⟩   Due: ⟨date⟩

4. Area: Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines portfolio-analytics, capacity-planning and value/risk-estimation methods with division/company-wide implications."
   Target:   ⟨target⟩   Due: ⟨date⟩

5. Area: Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines portfolio-analytics, capacity-planning and value/risk-estimation methods with division/company-wide implications."
   Target:   ⟨target⟩   Due: ⟨date⟩

Scorecard

Only perspectives with real canon backing are shown — no Financial or Customer perspective, since nothing in the canon grounds business-financial or customer measures for a role alone.

Internal process

"Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations"→ ⟨target⟩ by ⟨date⟩
"Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division"→ ⟨target⟩ by ⟨date⟩
"Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors"→ ⟨target⟩ by ⟨date⟩
"Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio"→ ⟨target⟩ by ⟨date⟩
"Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions"→ ⟨target⟩ by ⟨date⟩

Role calibration

Meets the scope bar: "Multiple functions or a large department"→ ⟨target⟩ by ⟨date⟩
Meets the autonomy bar: "Owns multi-year strategy for the area"→ ⟨target⟩ by ⟨date⟩
Meets the complexity bar: "Org-level trade-offs and investment"→ ⟨target⟩ by ⟨date⟩
Meets the impact bar: "Multi-function results"→ ⟨target⟩ by ⟨date⟩
Meets the decision rights bar: "Owns investment and org design across functions"→ ⟨target⟩ by ⟨date⟩
Meets the leadership bar: "Leads directors and managers"→ ⟨target⟩ by ⟨date⟩

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Internal process
  - "Directs strategic PPM areas through subordinate managers, with decisions impacting overall division/R&D operations"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Partners with Global Program Heads and key functional leaders to ensure data-enabled, timely portfolio and asset-level decision making across the division"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Develops and delivers dashboards and program/portfolio reviews to Clinical Development Unit Heads, business partners and the Board of Directors"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Defines portfolio-analytics methods, capacity-planning models and value/risk-estimation frameworks used to prioritize the division's portfolio"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Influences executives and major partners on key portfolio trade-offs, capital reallocation and multi-year resourcing decisions"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]

Role calibration
  - Meets the scope bar: "Multiple functions or a large department"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Scope)]
  - Meets the autonomy bar: "Owns multi-year strategy for the area"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Autonomy)]
  - Meets the complexity bar: "Org-level trade-offs and investment"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Complexity)]
  - Meets the impact bar: "Multi-function results"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Impact)]
  - Meets the decision rights bar: "Owns investment and org design across functions"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Decision rights)]
  - Meets the leadership bar: "Leads directors and managers"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Leadership)]