000 04295nam a2200565 i 4500
001 EBC2189477
003 MiAaPQ
006 m o d |
007 cr cnu||||||||
008 150807s2015 nyu foab 001 0 eng d
020 _a9781631572715
_qe-book
020 _z9781631572708
_qpaperback
035 _a(MiAaPQ)EBC2189477
035 _a(Au-PeEL)EBL2189477
035 _a(CaPaEBR)ebr11085720
035 _a(CaONFJC)MIL815213
035 _a(OCoLC)917152806
040 _aMiAaPQ
_beng
_erda
_epn
_cMiAaPQ
_dMiAaPQ
050 4 _aHD69.P75
_bE556 2015
082 0 _a658.404
_223
100 1 _aEnoch, Clive N.,
_eauthor.
245 1 0 _aProject portfolio management :
_ba model for improved decision-making /
_cClive N. Enoch.
250 _aFirst edition.
264 1 _aNew York, New York (222 East 46th Street, New York, NY 10017) :
_bBusiness Expert Press,
_c2015.
300 _a1 online resource (111 pages)
336 _atext
_2rdacontent
337 _acomputer
_2rdamedia
338 _aonline resource
_2rdacarrier
490 1 _aPortfolio and project management collection,
_x2156-8200
504 _aIncludes bibliographical references (pages 101-108) and index.
505 0 _a1. Introduction -- 2. A model for decision making -- 3. Extending the model -- 4. Using the model -- 5. Conclusion -- Appendix 1: Related theories -- Notes -- References -- Index.
506 1 _aAccess restricted to authorized users and institutions.
520 3 _aProject portfolio management (PfM) is a critically important discipline, which organizations must embrace in order to extract the maximum value from their project investments. Essentially, PfM can be defined as the translation of strategy and organizational objectives into projects, programs, and operations (portfolio components); the allocation of resources to portfolio components according to organizational priorities; alignment of components to one or more organizational objectives; and the management and control of these components in order to achieve organizational objectives and benefits. The interest and contribution to the body of knowledge in PfM has been growing significantly in recent years, however, a particular area of concern is the decision making, during the management of the portfolio, regarding which portfolio components to accelerate, suspend, or terminate. A lack of determining the individual and cumulative contribution of portfolio components to strategic objectives leads to poorly informed decisions that negate the positive effect that PfM could have in an organization. The focus of this book is aimed at providing a mechanism to determine the 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 conduct what-if scenarios, enabled through the use of dashboards as a visualization technique, in order to test the impact of their decisions before committing them. This ensures that the right decisions regarding the project portfolio are made and that the maximum benefit regarding the strategic objectives is achieved. This book is intended for executives, project and program directors, project portfolio managers, project office managers, and training providers in project, program, and PfM.
588 _aTitle from PDF title page (viewed on August 7, 2015).
590 _aElectronic reproduction. Ann Arbor, MI : ProQuest, 2016. Available via World Wide Web. Access may be limited to ProQuest affiliated libraries.
650 0 _aProject management.
653 _acomplexity
653 _adecision making
653 _amulticriteria utility
653 _aorganizational
653 _aproject portfolio management
653 _asystems
655 4 _aElectronic books.
776 0 8 _iPrint version:
_z9781631572708
797 2 _aProQuest (Firm)
830 0 _aPortfolio and project management collection.
_x2156-8200
856 4 0 _uhttps://ebookcentral.proquest.com/lib/bcsl-ebooks/detail.action?docID=2189477
_zClick to View
999 _c752615
_d752615