Epics, features, stories and tasks sync from Azure DevOps and Jira alongside Microsoft Project schedules and Planner plans, with updates flowing in both directions. The portfolio and the board never drift apart, and nobody re-keys anything. Smartsheet and Monday.com are supported too.
Agile structures stay agile and schedules stay schedules in one portfolio view: dependencies, baselines and critical path where they are used, sprints where they are used. No team is asked to work the way a reporting tool prefers.
Allocate in hours or % FTE across projects in one pass, and read the pool as table, hours, percent, FTE or chart from day through year, switching between planned, capacity, actual and availability. Over-allocation shows red; a person who is fine overall but breaches on a handful of dates shows amber, and that amber case is what turns into a missed date.
Roadmaps get committed on optimism and delivered on capacity. Score competing initiatives against weighted criteria, model what the portfolio costs in engineering time, and test the result against what your squads genuinely have free, before the dates are announced rather than after they slip.
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Last updated 20 August 2026
Engineering portfolio management, answered.
Jira is an execution platform. It tracks work inside a project extremely well, and on the right tier it will draw a multi-project timeline. What it doesn't hold is the portfolio layer: budgets, forecasts, benefits, strategic scores and cross-team capacity in one comparable view. That's the gap PPM Express fills, sitting above Jira rather than in place of it.
Roadmapping answers "what's the plan for this work". A portfolio platform answers "should we be doing this work at all, and what does it cost us elsewhere". The second question needs money, benefits, strategic scores and organization-wide capacity, none of which lives in an issue tracker. PPM Express adds that layer while your teams keep planning where they already do.
Yes, and it's one of the main reasons enterprises adopt PPM Express. Both are supported connections, so epics and initiatives from each roll into a single portfolio alongside work tracked in Microsoft Project, Microsoft Planner, Smartsheet and Monday.com. Neither group migrates, and nobody maintains a two-way sync between trackers just to produce a leadership report.
Report from the delivery data rather than about it. PPM Express reads epics, dates and progress straight out of Jira and Azure DevOps, so the portfolio view assembles continuously instead of being compiled every second Friday. The status pack stops being something engineering owes the business. In most teams the recovered engineering time is worth more than the software.
No. Engineering keeps its boards, its workflow and its tooling, and PPM Express reads from them. The only people who need an account are the ones asking portfolio questions: engineering leadership, the PMO, finance partners. That's deliberate. A portfolio tool that makes squads maintain a second set of records is a portfolio tool holding stale data by the end of the quarter.
Show the capacity math instead of making a promise. PPM Express tests a proposed plan against what people have left after the commitments they already carry, and flags overallocation before leadership commits to anything. "When will it ship" becomes "here's what would have to move for it to ship then". Less satisfying in the moment, considerably more useful two quarters later.
Capacity is modeled against commitments people already hold, so you can see what a team genuinely has free before another initiative lands on it. That's the number a roadmap decision needs. Nominal FTE overstates it, and velocity says nothing at all about the three other initiatives the same engineers are booked against.
Planned, capacity, actual and availability for each person, shown in hours, percent, FTE or chart view. Green means allocation sits within capacity, yellow flags a single overloaded day, red means genuine overallocation. You can filter by role, department or skill. Actual hours from time tracking feed the same views, so planned and real effort sit side by side.
They can. Project Online and Project for the Web connect directly. For schedules built in the Microsoft Project Desktop client, PPM Express Project Publisher is an add-in that publishes the plan up into PPM Express from inside Project. So a program run by a traditional planner and a product line run in Jira end up in the same portfolio view without either side changing tools.
No. Stage-gate is available and configurable, but you decide which stages need a gate and which don't. Plenty of engineering organizations enable approvals at the funding decision and leave everything downstream alone, which keeps governance at the point where money changes hands rather than sprinkling it through delivery. Stages can be renamed, reordered and cloned to match how you actually work.
Publish them. When a scenario is selected in PPM Express, every funded initiative is stamped with the outcome, the numbers are baselined at that moment, and the decision history is retained. Squads and delivery leads get one authoritative answer about what was agreed. That's usually what goes missing somewhere between the leadership meeting and sprint planning.
No. It reads work-tracking data through the supported connections: epics, initiatives, dates, progress. There's no connection to source control and no repository access, which tends to shorten the security review noticeably. Identity runs through Microsoft 365 or Okta SSO, and access to portfolio data follows your existing directory.
Financial data is cached and refreshed when a project actually changes rather than recalculated on every page load, so a portfolio carrying thousands of items opens in seconds. This matters more than it sounds. A portfolio view that takes a minute to load is one leadership stops opening, and then the reporting burden quietly returns to engineering.
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