Often, our discussion on project portfolio management (PPM) focuses on technology and related projects. Can this technique be applied with success in other disciplines? What can we learn from this experiment that can be applied to technology projects? This research reveals the positive value creation potential of portfolio management and highlights lessons that can be applied to technology projects.
This excellent case is based upon a make believe company and provides details on the company's operations and how Project Portfolio Management (PPM) can be implemented to improve IT Governance and positively affect business value. A great learning and discussion tool for those who are training in PPM.
This paper discusses the definition, benefits, and steps in portfolio management. This excellent discussion can help you get a deeper understanding of Project Portfolio Management – from outside the box. 
This presentation provides an in-depth (50+ pages) introduction to Project Portfolio Management (PPM). What is PPM? Why is PPM important? What are the key challenges in implementing PPM? What are the key myths related to PPM? What are the benefits of PPM? What are the key steps in implementing PPM? How do you measure success? What are portfolio metrics that matter? And much more!
This document discusses the tips, lessons learned, and best practices for each step in the project portfolio management process.
This document discusses project portfolio benefits realization management, benefits harvesting, benefits reporting, the role of the executive sponsor, and improving the project portfolio.
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.
This document defines the project portfolio management process – the steps to follow to implement project or program portfolio management (PPM) in the enterprise. (50 pages)
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).
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.
