Project portfolio management
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Project portfolio management
Portfolio andProject ManagementTimothy Kloppenborg, Editor■portion0$71 Management'57 / J- A Model for Improved KỈDecision MakingJ Clive N. Enochci ___ Project portfolio management _______________business expel pR«sProject Portfolio ManagementProject Portfolio ManagementA Model for Improved Decision MakingClive N. EnochBUSINESS EXPERT PRESSProject Portfolio Management: A Model for Improved Decision MakingCopyright © Business Expert Press, LLC, 2015.All rights reserved. No pari Project portfolio management of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, reProject portfolio management
cording, or any other except for brief quotations, not to exceed 400 words, without the prior permission of the publisher.First published in 2015 by BPortfolio andProject ManagementTimothy Kloppenborg, Editor■portion0$71 Management'57 / J- A Model for Improved KỈDecision MakingJ Clive N. Enochci ___ Project portfolio management 7-271-5 (e-book)Business Expert Press Portfolio and Project Management CollectionCollection ISSN: 2156-8189 (print)Collection ISSN: 2156-8200 (electronic)Cover and interior design by Exeter Premedia Services Private Ltd., Chennai, IndiaFirst edition: 2015109 8 7 6 5 4 3 2 1Printed in the United Stat Project portfolio management es of America.AbstractProject portfolio management (PfM) is a critically important discipline, which organizations must embrace in order to extract rhProject portfolio management
e maximum value from their project investments. Essentially, PfM can be defined as the translation of strategy and organizational objectives into projPortfolio andProject ManagementTimothy Kloppenborg, Editor■portion0$71 Management'57 / J- A Model for Improved KỈDecision MakingJ Clive N. Enochci ___ Project portfolio management gnment of components to one or more organizational objectives; and the management and control of these components in order to achieve organizational objectives and benefits.lhe interest and contribution to the body of knowledge in PfM has been growing significantly in recent years, however, a partic Project portfolio management ular area of concern is rhe decision making, during the management of rhe portfolio, regarding which portfolio components to accelerate, suspend, or tProject portfolio management
erminate. A lack of determining the individual and cumulative contribution ol portfolio components to strategic objectives leads to poorly informed dePortfolio andProject ManagementTimothy Kloppenborg, Editor■portion0$71 Management'57 / J- A Model for Improved KỈDecision MakingJ Clive N. Enochci ___ Project portfolio management rhe 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 c Project portfolio management onduct what-if scenarios, enabled through the use of dashboards as a visualization technique, in order to test the impact of their decisions before coProject portfolio management
mmitting them. This ensures that the right decisions regarding the project portfolio are made and that the maximum benefit regarding the strategic objPortfolio andProject ManagementTimothy Kloppenborg, Editor■portion0$71 Management'57 / J- A Model for Improved KỈDecision MakingJ Clive N. Enochci ___Portfolio andProject ManagementTimothy Kloppenborg, Editor■portion0$71 Management'57 / J- A Model for Improved KỈDecision MakingJ Clive N. Enochci ___Gọi ngay
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