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210123 ||| eng |
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|a 9780429069314
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|a 9781000454185
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|a 1000454185
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|a 1482251051
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|a 0429069316
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|a HD69.P75
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| 100 |
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|a Levin, Ginger
|e editor
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|a Portfolio management
|b a strategic approach
|c edited by Dr. Ginger Levin, PMP, PgMP, John Wyzalek, PfMP.
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| 250 |
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|a 1st edition
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|a Boca Raton
|b CRC Press
|c 2015
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| 300 |
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|a 360 p.
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|a Front Cover; Contents; Preface; Editor Bios; Contributor Bios; Acknowledgments; Chapter 1: Organizational Agility through Project Portfolio Management; Chapter 2: Portfolio Selection and Termination; Chapter 3: Corporate Strategy-Converting Thoughts and Concepts into Action; Chapter 4: Establishing a Governance Model for Strategic Portfolio Management; Chapter 5: IT Governance as an Innovation Tool; Chapter 6: Governance and Portfolio Management; Chapter 7: Project Portfolio Governance; Chapter 8: Business Intelligence Framework for Project Portfolios (BIPPf)
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|a Chapter 17: Portfolio Alignment : A Strategic Approach through the Predicative Value of Outliers' DataChapter 18: Delivering Organizational Value in the Zone of Uncertainty; Back Cover
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|a Chapter 9: Portfolio Management SuccessChapter 10: Building the Bridge between Organizational Strategy and Portfolio Management : Alignment and Prioritization; Chapter 11: The Accuracy of Portfolio Risk Estimation; Chapter 12: Marketing the Project Portfolio; Chapter 13: Strategic Portfolio Management through Effective Communications; Chapter 14: Project Portfolio Management and Communication; Chapter 15: Addressing Portfolio Information Issues through the Use of Business Social Networks, Stars, and Gatekeepers; Chapter 16: When Stakeholders, Goals, and Strategy Conflict
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|a Includes bibliographical references at the end of each chapters
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| 653 |
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|a Portfolio management / fast
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| 653 |
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|a Technologie de l'information / Gestion
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|a Information technology / Management / fast
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|a Business planning / fast
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|a Portfolio management / http://id.loc.gov/authorities/subjects/sh85105080
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|a Project management / fast
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| 653 |
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|a Project management / http://id.loc.gov/authorities/subjects/sh85065919
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| 653 |
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|a Business planning / http://id.loc.gov/authorities/subjects/sh85032906
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| 653 |
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|a Gestion de portefeuille
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| 653 |
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|a Information technology / Management / http://id.loc.gov/authorities/subjects/sh2008006980
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| 653 |
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|a Gestion de projet
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| 700 |
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|a Wyzalek, John
|e editor
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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|a Best Practices and Advances in Program Management Series
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| 500 |
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|a An Auerbach book
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| 028 |
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|a 10.1201/b17538
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| 856 |
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|u https://learning.oreilly.com/library/view/~/9781482251043/?ar
|x Verlag
|3 Volltext
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|a 658
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|a 658.404
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|a 332.6
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|a 330
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|a Preface While portfolio management has been applied in the financial industry since the early 1950s, it is only within the past two to three decades that academic research plus guidelines for practitioners have been conducted and made available. Although some organizations used portfolio management techniques to select and prioritize programs and projects to pursue since the 1960s, these organizations rarely discussed its use recognizing it was a competitive advantage for them to do so. In the late 1970s and 1980s, software to assist in prioritizing programs and projects and to allocate resources became available, and there was increased interest in organizations to adopt the software and then recognition that tools alone were insufficient to manage a portfolio. Portfolio management requires a culture change, with processes and procedures in place that are consistently followed at all levels to support organizational strategies and promote organizational success. It requires strategic goals to ensure the work being done, whether a program, project, or an operational activity, supports these goals; having an inventory of existing work in progress available to determine if it supports organizational strategy and should be continued; and business cases, which are prepared and approved for proposed work to undertake. Such a culture change takes time and dedication to implement, but increasingly, organizational leaders are doing so recognizing its necessity especially in terms of the complexity of work under way and the often lack of qualified and available resources to do this work effectively. --
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|a Presenting information that is current with The Standard for Portfolio Management, Third Edition, this book supplies in-depth treatment of the five knowledge areas and identifies best practices to help ensure balanced portfolio management that is critical to organizational success. This book is an ideal reference for those pursuing the new portfolio management credential from the Project Management Institute. The book is also a suitable as a reference for executives and practitioners in the field and as a textbook for universities offering courses on portfolio management--
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