Goal templates — Program & Portfolio Management — M6

R&D Program & Project Management · Program & Portfolio Management · M6 — Vice President

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 (M6)

Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success

Specific: Deliver: "Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Abstract, cross-functional portfolio issues; makes Go/No-Go funding, pivot and stop decisions through ruthless PTRS-informed prioritization."
Relevant: Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing

Specific: Deliver: "Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Abstract, cross-functional portfolio issues; makes Go/No-Go funding, pivot and stop decisions through ruthless PTRS-informed prioritization."
Relevant: Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions

Specific: Deliver: "Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Abstract, cross-functional portfolio issues; makes Go/No-Go funding, pivot and stop decisions through ruthless PTRS-informed prioritization."
Relevant: Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation

Specific: Deliver: "Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Abstract, cross-functional portfolio issues; makes Go/No-Go funding, pivot and stop decisions through ruthless PTRS-informed prioritization."
Relevant: Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite

Specific: Deliver: "Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Abstract, cross-functional portfolio issues; makes Go/No-Go funding, pivot and stop decisions through ruthless PTRS-informed prioritization."
Relevant: Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

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1. Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Abstract, cross-functional portfolio issues; makes Go/No-Go funding, pivot and stop decisions through ruthless PTRS-informed prioritization."
   Relevant:    Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

2. Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Abstract, cross-functional portfolio issues; makes Go/No-Go funding, pivot and stop decisions through ruthless PTRS-informed prioritization."
   Relevant:    Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

3. Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Abstract, cross-functional portfolio issues; makes Go/No-Go funding, pivot and stop decisions through ruthless PTRS-informed prioritization."
   Relevant:    Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

4. Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Abstract, cross-functional portfolio issues; makes Go/No-Go funding, pivot and stop decisions through ruthless PTRS-informed prioritization."
   Relevant:    Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

5. Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Abstract, cross-functional portfolio issues; makes Go/No-Go funding, pivot and stop decisions through ruthless PTRS-informed prioritization."
   Relevant:    Advances the R&D Program & Project Management · Program & Portfolio Management mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

OKRs

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

JFM responsibility (M6)

Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success"
Evidence at this level's scope bar: "A major function or division" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing"
Evidence at this level's autonomy bar: "Accountable for division strategy and outcomes" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions"
Evidence at this level's complexity bar: "Enterprise priorities and external factors" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation"
Evidence at this level's impact bar: "Division-wide / organization-wide" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite"
Evidence at this level's decision rights bar: "Owns strategy, budget, and org for a division" — ⟨target⟩ by ⟨date⟩

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Objective 1: Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success"
  KR2. Evidence at this level's scope bar: "A major function or division" — ⟨target⟩ by ⟨date⟩

Objective 2: Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing"
  KR2. Evidence at this level's autonomy bar: "Accountable for division strategy and outcomes" — ⟨target⟩ by ⟨date⟩

Objective 3: Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions"
  KR2. Evidence at this level's complexity bar: "Enterprise priorities and external factors" — ⟨target⟩ by ⟨date⟩

Objective 4: Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation"
  KR2. Evidence at this level's impact bar: "Division-wide / organization-wide" — ⟨target⟩ by ⟨date⟩

Objective 5: Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite"
  KR2. Evidence at this level's decision rights bar: "Owns strategy, budget, and org for a division" — ⟨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
Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success	Consistent with this level's jfm knowledge-application rubric: "Defines long-term R&D portfolio strategy, annual planning and stage-gate processes, owning P&L and capital allocation across functions/divisions."	⟨target⟩	⟨date⟩
Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing	Consistent with this level's jfm knowledge-application rubric: "Defines long-term R&D portfolio strategy, annual planning and stage-gate processes, owning P&L and capital allocation across functions/divisions."	⟨target⟩	⟨date⟩
Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions	Consistent with this level's jfm knowledge-application rubric: "Defines long-term R&D portfolio strategy, annual planning and stage-gate processes, owning P&L and capital allocation across functions/divisions."	⟨target⟩	⟨date⟩
Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation	Consistent with this level's jfm knowledge-application rubric: "Defines long-term R&D portfolio strategy, annual planning and stage-gate processes, owning P&L and capital allocation across functions/divisions."	⟨target⟩	⟨date⟩
Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite	Consistent with this level's jfm knowledge-application rubric: "Defines long-term R&D portfolio strategy, annual planning and stage-gate processes, owning P&L and capital allocation across functions/divisions."	⟨target⟩	⟨date⟩

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1. Area: Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines long-term R&D portfolio strategy, annual planning and stage-gate processes, owning P&L and capital allocation across functions/divisions."
   Target:   ⟨target⟩   Due: ⟨date⟩

2. Area: Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines long-term R&D portfolio strategy, annual planning and stage-gate processes, owning P&L and capital allocation across functions/divisions."
   Target:   ⟨target⟩   Due: ⟨date⟩

3. Area: Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines long-term R&D portfolio strategy, annual planning and stage-gate processes, owning P&L and capital allocation across functions/divisions."
   Target:   ⟨target⟩   Due: ⟨date⟩

4. Area: Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines long-term R&D portfolio strategy, annual planning and stage-gate processes, owning P&L and capital allocation across functions/divisions."
   Target:   ⟨target⟩   Due: ⟨date⟩

5. Area: Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines long-term R&D portfolio strategy, annual planning and stage-gate processes, owning P&L and capital allocation across functions/divisions."
   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

"Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success"→ ⟨target⟩ by ⟨date⟩
"Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing"→ ⟨target⟩ by ⟨date⟩
"Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions"→ ⟨target⟩ by ⟨date⟩
"Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation"→ ⟨target⟩ by ⟨date⟩
"Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite"→ ⟨target⟩ by ⟨date⟩

Role calibration

Meets the scope bar: "A major function or division"→ ⟨target⟩ by ⟨date⟩
Meets the autonomy bar: "Accountable for division strategy and outcomes"→ ⟨target⟩ by ⟨date⟩
Meets the complexity bar: "Enterprise priorities and external factors"→ ⟨target⟩ by ⟨date⟩
Meets the impact bar: "Division-wide / organization-wide"→ ⟨target⟩ by ⟨date⟩
Meets the decision rights bar: "Owns strategy, budget, and org for a division"→ ⟨target⟩ by ⟨date⟩
Meets the leadership bar: "Leads the leadership of a division"→ ⟨target⟩ by ⟨date⟩

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Internal process
  - "Leads the Program & Portfolio Management department across R&D through senior managers, with long-term effect on company success"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Owns research annual planning, pre-clinical stage-gate processes, and reporting of progress on portfolio goals and resourcing"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Owns the P&L for the R&D portfolio, manages the budget, and approves major expenditures across functions/divisions"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Leads regular Go/No-Go gate reviews — making decisions on funding, pivots and stopping projects through ruthless, PTRS-informed prioritization and capital allocation"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Builds and mentors a team of program and senior project managers, and represents the R&D portfolio to executive leadership including VPs and C-suite"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]

Role calibration
  - Meets the scope bar: "A major function or division"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Scope)]
  - Meets the autonomy bar: "Accountable for division strategy and outcomes"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Autonomy)]
  - Meets the complexity bar: "Enterprise priorities and external factors"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Complexity)]
  - Meets the impact bar: "Division-wide / organization-wide"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Impact)]
  - Meets the decision rights bar: "Owns strategy, budget, and org for a division"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Decision rights)]
  - Meets the leadership bar: "Leads the leadership of a division"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Leadership)]