This paper presents a framework to govern Project Portfolio Rationalization in the enterprise. An excellent tool to ensure the delivery of business value through PPM. (100 pages)
This paper argues that while project portfolio management (PPM) tools, templates, and techniques can create substantial business value, they must be combined with governance, and financial discipline to create the most business value for the organization.
This paper describes a framework and steps to assess the return on investment created by project portfolio management tools, templates, and techniques. You can use this to create a business case to evaluate and select project portfolio management tool or software platform for your organization or assess the effectiveness of an existing PPM implementation.
Simple templates for project portfolio management (PPM). This general purpose PPM tools can be used for any type of project or program assisting in the evaluation and selection of the most innovative portfolio of projects.
What is project portfolio management? This document defines project portfolio management (PPM), key terms used in PPM, and key roles that enable the PPM process.
The authors take a critical look at traditional portfolio approach which treats each individual project as separate, distinct and unrelated to each other and propose an alternative approach that optimizes the entire portfolio factoring in the interdependencies between projects. This portfolio management approach create better synergy with strategy and business results.
This paper describes a project portfolio management framework and approach based upon a clear linkage with strategic outcomes.
This presentation defines project portfolio management, the benefits of PPM, discusses the key challenges implementing PPM, the popular misconceptions about PPM, process to implement PPM, and focuses on the metrics supporting an effective PPM framework and approach. Excellent Discussion!
What are the two critical elements of project portfolio management governance? Executive sponsorship and program office. This document discusses project versus program portfolio management, getting executive involvement, and setting up a project or program management office (PMO).
This research introduces a project portfolio management framework that combines traditional PPM techniques with a critical new capability: project/program classification and categorization. Are there different classes/categories of programs? Does each class impact PPM process the same way? Can PPM be made more effective using project categorization? The research explores this by implementing this framework in different organizations. So, what did the research reveal? Read On…