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- Project portfolio management
A major concern in managing projects and programs is doing projects right But in the world of project portfolio management (PPfM), the goal is doing the right projects at the right time, and with this, aligning projects with strategy, rationing resources, and building synergies between projects This paper examines techniques that organizations can use to effectively select, prioritize, and
- Project portfolio management techniques
Project Portfolio Management is the centralised management of one or more portfolios, and involves identifying, prioritising, authorising, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives
- Portfolio Management (PfMP) Certification | PMI
The PMI Portfolio Management (PfMP) Certification recognizes the advanced experience necessary to manage a portfolio of projects and programs
- Understanding Programs and Projects | PMI - Project Management Institute
This paper examines the critical differences in—and advantages of—implementing and managing projects and programs
- The new PMI standard for portfolio management
Portfolio Management: The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, in order to achieve specific strategic business objectives Exhibit 1 illustrates the relationships among portfolios, programs and projects
- Establishing a Project Portfolio Management Office (PPMO)
To most effectively realize strategic business goals through projects, executives and project managers could support such organizational efforts by organizing a project portfolio management office (PPMO) This paper examines an approach to creating a PPMO In doing so, it identifies the purpose of practicing project portfolio management (PPM), defining the concepts of project portfolio and PPM
- Introduction To a Project Portfolio Management Maturity Model
As organizations begin to mature and develop deeper and broader project management practices into a more enterprise project management (EPM) framework, scheduling must mature as well This paper will address the growth of scheduling within a maturing organization through alignment within a project portfolio management (PPM) maturity model
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