Project portfolio management : a model for improved decision-making / Clive N. Enoch. [electronic resource]

By:

Enoch, Clive N [Author]

Material type: Text

TextSeries: Portfolio and project management collectionPublication details: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, (c)2015.Edition: First editionDescription: 1 online resource (111 pages)Content type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

9781631572715

Subject(s):

LOC classification:

HD69.P75

Online resources:

Available additional physical forms:

Contents:

1. Introduction -- 2. A model for decision making -- 3. Extending the model -- 4. Using the model -- 5. Conclusion -- Appendix 1: Related theories -- Notes -- References -- Index.

Abstract: Project portfolio management (PfM) is a critically important discipline, which organizations must embrace in order to extract the maximum value from their project investments. Essentially, PfM can be defined as the translation of strategy and organizational objectives into projects, programs, and operations (portfolio components); the allocation of resources to portfolio components according to organizational priorities; alignment of components to one or more organizational objectives; and the management and control of these components in order to achieve organizational objectives and benefits. The interest and contribution to the body of knowledge in PfM has been growing significantly in recent years, however, a particular area of concern is the decision making, during the management of the portfolio, regarding which portfolio components to accelerate, suspend, or terminate. A lack of determining the individual and cumulative contribution of portfolio components to strategic objectives leads to poorly informed decisions that negate the positive effect that PfM could have in an organization. The focus of this book is aimed at providing a mechanism to determine the individual and cumulative contribution of portfolio components to strategic objectives so that the right decisions can be made regarding those components. Having the ability to determine the contributions of portfolio components to strategic objectives affords decision makers the opportunity to conduct what-if scenarios, enabled through the use of dashboards as a visualization technique, in order to test the impact of their decisions before committing them. This ensures that the right decisions regarding the project portfolio are made and that the maximum benefit regarding the strategic objectives is achieved. This book is intended for executives, project and program directors, project portfolio managers, project office managers, and training providers in project, program, and PfM.

Item type: Online Book

Tags from this library: No tags from this library for this title. Log in to add tags.

Average rating: 0.0 (0 votes)

Holdings
Item type	Current library	Collection	Call number	URL	Status	Date due	Barcode
Online Book	G. Allen Fleece Library	Non-fiction	HD69.P75 (Browse shelf(Opens below))	Link to resource	Available		11085720

Browsing G. Allen Fleece Library shelves, Collection: Non-fiction Close shelf browser (Hides shelf browser)

Previous								Next
Previous	HD69.P75 Project management essentials /	HD69.P75 Project management essentials /	HD69.P75 Project management for banks /	HD69.P75 Project portfolio management : a model for improved decision-making /	HD69.P75 Project portfolio management : a model for improved decision-making /	HD69.P75 Project strategy and strategic portfolio analysis a primer /	HD69.P75 Project teams : a structured development approach /	Next

1. Introduction -- 2. A model for decision making -- 3. Extending the model -- 4. Using the model -- 5. Conclusion -- Appendix 1: Related theories -- Notes -- References -- Index.

Access restricted to authorized users and institutions.

Project portfolio management (PfM) is a critically important discipline, which organizations must embrace in order to extract the maximum value from their project investments. Essentially, PfM can be defined as the translation of strategy and organizational objectives into projects, programs, and operations (portfolio components); the allocation of resources to portfolio components according to organizational priorities; alignment of components to one or more organizational objectives; and the management and control of these components in order to achieve organizational objectives and benefits. The interest and contribution to the body of knowledge in PfM has been growing significantly in recent years, however, a particular area of concern is the decision making, during the management of the portfolio, regarding which portfolio components to accelerate, suspend, or terminate. A lack of determining the individual and cumulative contribution of portfolio components to strategic objectives leads to poorly informed decisions that negate the positive effect that PfM could have in an organization. The focus of this book is aimed at providing a mechanism to determine the individual and cumulative contribution of portfolio components to strategic objectives so that the right decisions can be made regarding those components. Having the ability to determine the contributions of portfolio components to strategic objectives affords decision makers the opportunity to conduct what-if scenarios, enabled through the use of dashboards as a visualization technique, in order to test the impact of their decisions before committing them. This ensures that the right decisions regarding the project portfolio are made and that the maximum benefit regarding the strategic objectives is achieved. This book is intended for executives, project and program directors, project portfolio managers, project office managers, and training providers in project, program, and PfM.

https://lib.ciu.edu/copyright-request-form

Mode of access: World Wide Web.

System requirements: Adobe Acrobat reader.

Title from PDF title page (viewed on August 7, 2015).

There are no comments on this title.

to post a comment.