文档介绍：Executive Guide to
Project Portfolio Management
By Gerald I. Kendall, Principal, TOC International
Produced by TOC International
2144 Calle De Castelar
Navarre, FL 32566
850-939-9006
© Copyright 2004 TOC International All Rights Reserved 1
Executive Guide to
Project Portfolio Management
Introduction & Objectives
pany’s goals, its strategy and its
projects are as intertwined as the lives and
emotions of a husband and wife. This white
paper is a guide to senior management on
how to dramatically increase their chance of
meeting anization’s change goals
through Project Portfolio Management.
Project Portfolio Management (PPM) is a
set of processes to authorize, activate,
expedite and monitor projects with correct
scope to anization improvement
goals. If performed essfully, PPM will
meet its key objective of measurably
improving the return on investment (ROI)
from anization’s projects.
This white paper contains the principals
and best practices of PPM, backed up by
research, case studies and many years of
experience. To plish its primary
objective of improved ROI, PPM must
ensure that all three of the following
activities are performed expertly: Figure 1 - Cross-Functional Project Alignment
Speaking the Same Language
a. Choose the right project mix – ., choose
those projects which will leverage anization’s precious resources to bring large,
measurable value to the stakeholders
b. Ensure the correct scope – ., align projects and content cross-functionally (see figure 1)
Many of today’s projects have technical scope relevant to a single, functional area, but
lack anization-wide policy, measurement and content changes necessary to have a
significant impact anization goals.
c. Execute quickly, in the correct sequence – To plish this, people performing PPM
must understand and convince anization to adhere to anization’