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.
Why use Project Portfolio Management (PPM)? CIOs recognize that one of the most effective ways to ensure projects and programs success is through formal portfolio management. However, there is little data on the actual delivery of business value or ROI through PPM tools, templates, and techniques. This research bridges that gap by providing empirical evidence with practical case study examples of the benefit of using PPM.
This case study describes the implementation, and benefits – return on investment (ROI) and intangibles – derived by an organization that implemented a Project Portfolio Management Platform. The discussion pertains to a specific firm but can be used to understand the benefits your organization can derive by using PPM tools and platforms. You can also use this to create a business case for your PPM tool/platform purchase.
This paper introduces project portfolio management (PPM), explains the importance of PPM, discusses common tools, templates, and techniques, demonstrates the contribution of PPM to organizational success and the use of PPM in the creation of business value. Excellent place to start your PPM journey.
This document discusses project portfolio benefits realization management, benefits harvesting, benefits reporting, the role of the executive sponsor, and improving the project portfolio.
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).