The PV-1 “Project Portfolio Relationships” represents an organizational perspective on programs, projects, portfolios, or initiatives. It enables the user to model the organizational structures needed to manage programs, projects, portfolios, or initiatives. It shows dependency relationships between the actual organizations that own the programs, projects, portfolios, or initiatives. This model could be used to represent organizational relationships associated with transformation initiatives along with those who are responsible for managing programs, projects, and portfolios. The PV-1 provides a means of analyzing the main dependencies between acquisition elements or transformation elements.

Guide: DoDAF Architecture Framework Version 2.02 – Page 162

The intended usage of the PV-1 includes, but is not limited to:

  • Program management (specified acquisition program structure).
  • Project organization.
  • Cross-cutting initiatives to be tracked across portfolios.

The PV-1 describes how acquisition projects are grouped in organizational terms as a coherent portfolio of acquisition programs or projects, or initiatives related to several portfolios. The PV-1 provides a way of describing the organizational relationships between multiple acquisition projects or portfolios, each of which are responsible for delivering individual systems or capabilities. By definition, this model covers acquisition portfolios or programs consisting of multiple projects and is generally not for an individual project. In essence, PV-1 is an organizational breakdown consisting of actual organizations (see OV-4 “Organizational Relationships Chart”). The model is strongly linked with the CV-4 “Capability Dependencies” model which shows capability groupings and dependencies. The PV-1 is hierarchical in nature. Higher-level groupings of projects (the organizations that own these projects) form acquisition programs or initiatives.

The intent of a PV-1 is to show:

  • All of the acquisition projects delivering services, systems, or SoS within the acquisition programs under consideration.
  • Cross-cutting initiatives to be tracked across portfolios.
  • Other services, systems, and SoS which may have a bearing on the architecture. How the services or systems will be best integrated into an acquisition program.
  • The nesting of acquisition programs to form a hierarchy.
   DoDAF Viewpoint Matrix
AV 1 2                      
CV 1 2 3 4 5 6 7            
DIV 1 2 3                    
OV 1 2 3 4 5a 5b 6a 6b 6c        
PV 1 2 3                    
SvcV 1 2 3a 3b 4 5 6 7 8 9 10a 10b 10c
StdV 1 2                      
SV 1 2 3 4 5a 5b 6 7 8 9 10a 10b 10c

AcqTips:  

  • The DoDAF descriptions in this website are very generic and are mostly taken from the DoDAF Architecture Framework website. Make sure you visit the actual website for the most update information and a more thorough explanation of each viewpoint.
  • DoDAF Version 1.0, although outdated, has some good examples on how to construct AV’s, OV’s, and SV’s.

AcqLinks and References:

UpdatedL 9/27/2017

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