Practical Guide to Project Portfolio Management

The thirteen chapters in Part One offer my personal view of PPM based on over forty years in the field of project management as a practitioner and a consultant. I am very exited about what PPM is bringing to the projects community in both the public and private sectors. I am especially pleased with how PPM serves the executives of any organization, providing a means of synchronizing the vast effort in projects with the expressed mission of the enterprise. I'm very upbeat about the benefits that are being realized by early adopters. But what I like about it the most is how practical it is.

Project portfolio management is not a highly scientific, theorem-oriented concept. It is just plain common sense. It is easy to implement and practical to employ. Practical is a key operative word here, and this is the approach that I take in bringing PPM to you.

First, we discuss what PPM is and why we need it. Then we get into the fundamentals of PPM: project prioritization and selection, maintaining the project pipeline, organizational considerations, integrating PPM tools with traditional project management tools, and implementing PPM. Finally, we cover some special issues and provide further guidance on how to make PPM work.

SECTION ONE

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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