Portfolio management software

Every portfolio decision comes down to the same thing: which work goes ahead, who does it, and on what grounds. No tool decides that for you. What a tool can do is make the grounds visible, so the decision stops being a matter of who argued hardest in the room.

Migreat! from Promigion holds that chain in one place — the idea, the strategy it serves, the capacity it consumes, and the project it becomes. What follows is what the product does. What it does not do is set out halfway down, because that is the fastest way to find out whether this fits.

The chain, end to end

Portfolio governance in Migreat! rests on four links, and the chain is short on purpose.

A strategic theme is a direction the organisation has chosen. It carries a name and a description, and nothing else — no target, no KPI, no time horizon. Strategic objectives may sit beneath a theme; they may also stand on their own, and an objective is likewise a name and a description.

That sparseness is deliberate. A theme exists to be attached to, not measured against. Ideas and projects both attach to themes and objectives, several at a time. From an idea or a project you see straight away what it serves; the other way round is a reporting question rather than a link you follow.

What a theme is and is not is on the strategic themes and objectives page.

Running through all of that are ideas, which — if they get that far — become projects. Projects can be grouped into a programme, and a programme is exactly that: a name that related projects sit under. It has no budget, no dates and no status of its own.

What you actually do with it

Judging ideas rather than collecting them

The funnel has five fixed stages, from first sketch through to converted or rejected. Those five are set by the product.

What you configure are the statuses you map onto them. You create your own, rename them, order them to match how your organisation actually works, mark one as the starting point, and deactivate or delete the ones that fall out of use. One stage cannot be assigned by hand: converted follows from a project actually being created.

Every idea carries three scores — completeness, likelihood of success, and strategic contribution. The formula behind them is fixed and is not something you tune. What matters more is that the score explains itself: each idea lists the fields still missing, from an absent estimate to an unlinked theme, so a low score reads as a to-do list rather than a verdict.

How a request arrives before any of that, and who decides on it, is on the from idea to an approved project page.

Capacity as arithmetic

For each person and each period, Migreat! sets available hours against planned hours and sorts the result into five bands: under-utilised, optimal, warning, over-allocated, and no capacity recorded. That last band exists because "no hours on file" is a different statement from "plenty of room".

One detail is worth stating, because it is what keeps the totals explicable. Planned hours with no dates on them count towards the total but are deliberately left out of the banding. Otherwise unscheduled work would turn a period red that it may well not fall in.

Alongside the current picture you can build what-if scenarios: a copy of the situation in which you move hours and dates and watch what happens downstream. A scenario can be saved, duplicated and compared with another — or simply run through once without being stored at all.

In the product this area is labelled Resource Management. This page says capacity management, because that is the wider activity the planning sits inside. How that looks in detail — including the business-unit view and the alerts on over-allocation — is on the capacity management page.

Dependencies where they really sit

Dependencies are recorded between phases rather than between whole projects, because that is the level at which they actually bite. When a phase moves, the impact panel shows what further down the line is affected, and gives the specific reason for each affected item. The severity is traceable, not a verdict handed down.

Project health, in four values

Project health has four values: green, blue, amber and red. Blue is not a step between green and amber — it means completed. It is a lifecycle value rather than a degree of trouble, and you set it by hand.

Reporting

Four reports are in every plan: a project overview, a portfolio dashboard, a project dashboard and a Gantt view. Enterprise adds the strategic portfolio overview, the idea funnel report and the capacity report.

Everything exports to PDF, with two exceptions: the idea funnel report has no export, and the capacity report can also be downloaded as an Excel or CSV file. The full picture of all seven reports is on the dashboards and reporting page.

What Migreat! does not do

No Power BI connector.
No skills model. Capacity works with hours and availability, never with who is able to do what.
Over-allocation is made visible, not blocked. The system will not refuse a plan.
No network diagram of dependencies between projects — there is an impact panel and a chain list, and no graph.
No roadmap view, and no RAID log: risks, issues, actions and decisions are separate lists, and there is no assumptions register.
No chatbot and no copilot. The AI features advise: they decide nothing and act on nothing.
No public customer API, and no dashboards you assemble by dragging tiles around.

Which plan holds what

Not all of the above sits in every plan, and the line falls precisely along the capabilities that make this portfolio management rather than project administration.

Ideas, strategic themes, strategic objectives and capacity management are part of the Enterprise plan. So are the idea funnel, the capacity scenarios, and three of the seven reports: the strategic portfolio overview, the idea funnel report and the capacity report.

Projects, programmes, dependencies, project health and the other four reports are in every plan.

The distinction is stated here because it matters: anyone arriving on this page for portfolio governance is arriving for the capabilities that sit in Enterprise.

Current prices per plan are on the pricing page.