Recognizing the importance of selecting and pursuing programs, projects, and operational work that add sustainable business value that benefits end users, the Project Management Institute (PMI®) issued its first Standard on Portfolio Management in 2006. In 2014, it launched the Portfolio Management Professional (PfMP®) credential—which several of the experts who contributed to this book earned—to recognize the advanced expertise required of practitioners in the field.
Presenting information that is current with The Standard for Portfolio Management, Third Edition (2013); Portfolio Management: A Strategic Approach supplies in-depth treatment of the five domains and identifies best practices to ensure the organization has a balanced portfolio management that is critical to success. Following PMI’s standard, the book is organized according to its five domains: strategic alignment, governance, portfolio performance management, portfolio risk management, and portfolio communications management.
Each chapter presents the insight of different thought leaders in academia and business. Contributors from around the world, including the Americas, Europe, the Middle East, Africa, and Australia, supply a global perspective as to why portfolio management is essential for all types of organizations. They provide guidelines, examples, and models to consider, along with discussion and analysis of relevant literature in the field. Most chapters reference PMI standards, complement their concepts, and expand on the concepts and issues that the standards mention in passing or not at all.
Overall, this is a must-have resource for anyone pursuing the PfMP® credential from PMI. For executives and practitioners in the field, it provides the concepts you will need to address the ever-changing complexities that impact your work. This book is also suitable as a textbook for universities offering courses on portfolio management.
Organizational Agility through Project Portfolio Management; Catherine P. Killen, Ph.D.
Portfolio Selection and Termination; Werner G. Meyer, Ph.D.
Corporate Strategy—Converting Thoughts and Concepts into Action; David V. Tennant, PE, PMP, MBA
Establishing a Governance Model for Strategic Portfolio Management; J. LeRoy Ward, PMP, PgMP, CSM
IT Governance as an Innovation Tool; Dr. Subbu Murthy
Governance and Portfolio Management; Laurence Lecouvre, Ph.D.
Project Portfolio Governance; Jennifer Baker, PfMP MSPM, PgMP, PMP, ITIL, MBB
Business Intelligence Framework for Project Portfolios (BIPPf); Muhammad Ehsan Khan, PhD, PgMP, PMP
Portfolio Management Success; Carl Marnewick Ph.D.
Building the Bridge between Organizational Strategy and Portfolio Management: Alignment and Prioritization; Manuel Vara, PMP, SCPM, Project Portfolio Manager
The Accuracy of Portfolio Risk Estimation; David A . Maynard, BSEE, MBA, PMP
Marketing the Project Portfolio; Rodney Turner, Ph.D. and Lawrence Lecoeuvre, Ph.D.
Strategic Portfolio Management through Effective Communications; Amaury Aubrée-Dauchez, PMP, PgMP
Project Portfolio Management and Communication; Wanda Curlee, DM, PMP, PgMP, PMI-RMP
Addressing Portfolio Information Issues through the Use of Business Social Networks, Stars, and Gatekeepers; Robert Joslin PhD, PMP, PGMP, CENG
When Stakeholders, Goals, and Strategy Conflict; John Wyzalek, PfMP
Portfolio Alignment: A Strategic App roach through the Predicative Value of Outliers’ Data; Ing. Kari Dakakni, M.Sc., CENG
Delivering Organizational Value in the Zone of Uncertainty; Dr. Lynda Bourne, DPM, FACS, FAIM
"This book defines strategic portfolio management and its value to furthering business objectives and how it enhances an organization’s agility in responding to constantly changing market needs. It provides tools and techniques to use in the portfolio management team and an awareness of the critical success factors that must be addressed and measured to know that a portfolio management activity is adding value and maintaining management support necessary for its continued existence. ... The emphasis on organizational agility, inclusion of profit/loss (P&L) leaders, and a process to periodically refresh the impact of changing strategic objectives makes this book a template for modern business."
—S. Lance Van Nostrand, PM World Journal Portfolio Management: A Strategic Approach, Vol. IV, Issue III – March 2015