At the recent PMO Symposium, I attended a couple sessions on reporting and metrics, and each session mentioned something in passing that I thought was actually quite relevant. The basic gist was that at the strategic level of the organization, only 10 or so projects really matter. Everything else is just noise.
Not only that, but people within the organization should be able to list those top ten projects – and they should know that if there is any resource contention between those 10 projects and anything not on the list, the top projects will win. If you can achieve this within your organization, you’re doing well in terms of communicating your values.
From an executive dashboard perspective, incorporate a mechanism to flag those projects, and provide a high level overview of how they’re doing. As for all of the other projects within the organization…..aggregate them up to a more meaningful entity: service, asset, program, or strategic theme.