Project Portfolio Management: A Practical Guide to Selecting Projects, Managing Portfolios, and Maximizing Benefits

Foreword (Max Wideman). Acknowledgments. The Author. Introduction. Part One: A Practical Guide to Project Portfolio Management. Section One: What Is Project Portfolio Management, and Why Do We Need It? 1.1 Why Do We Need Project Portfolio Management? 1.2 What Is Project Portfolio Management? Section Two: The Fundamentals of a Project Portfolio Management Process. 2.1 Selecting Projects for the Pipeline. 2.2 Maintaining the Pipeline. 2.3 Executing Project Portfolio Management. 2.4 Tools for Project Portfolio Management. 2.5 Implementing Project Portfolio Management. Section Three: The Finer Points of Project Portfolio Management. 3.1 Defining PPM: A Bridge or a Hub? 3.2 A Prequalification Process for Selecting Projects for the Portfolio. 3.3 The Impact of Uncertainty on Projects and the Portfolios. 3.4 Is There a Gorilla in Your Portfolio? Turning Opportunity into Value. 3.5 Work Breakdown Structures for Risk and Strategies. 3.6 An Introduction to Earned Value Analysis. Part Two: Contributed Chapters and Case Studies. Section Four: PPM Techniques and Issues: Portfolio Planning. 4.1 Linking Strategy and Project Portfolio Management (K. C. Yelin). 4.2 How to Determine the Value of a Project (Ray Trotta, Christopher Gardner). 4.3 Using the Analytic Hierarchy Process to Improve Enterprise Project Portfolio Management (James Devlin). 4.4 The Efficient Frontier Technique for Analyzing Project Portfolio Management (Mike Gruia). Section Five: PPM Techniques and Issues: Organizing and Implementing. 5.1 Making the Case for Project Portfolio Management (Clifford B. Cohen, Randall L. Englund). 5.2 The Role of Executives in Effective Project Portfolio Management (K. C. Yelin). 5.3 Project Offices Are Key Components of IT Governance (Matt Light). Section Six: PPM Applications: Information Technology. 6.1 A Summary of First Practices and Lessons Learned in Information Technology Portfolio Management (Federal CIO Council, Best Practices Committee). 6.2 The Backbone System of IT Management and Governance: IT Management and Governance 101 (David Hurwitz). Section Seven: PPM Applications: New Product Development. 7.1 A Stage-Gate(r) Idea-to-Launch Framework for Driving New Products to Market (Robert G. Cooper). 7.2 Portfolio Management for Product Innovation (Robert G. Cooper). Section Eight: Applications: PPM for Theory of Constraint Advocates. 8.1 Applying the Theory of Constraints to Project Portfolio Management (Larry Leach). Section Nine: Case Studies. 9.1 Managing Your Technology Pipeline Portfolio Management Process and Its Evolution over Time (Rebecca Seibert). 9.2 Using PPM to Ease the Hewlett-Packard-Compaq Merger (Don Kingsberry). 9.3 Developing a PPM Capability at America Online (Rich Dougherty). 9.4 EW Scripps: A Media Giant's Portfolio Management Solution (Vanessa McMillan). Section Ten: What Others Are Saying About PPM. 10.1 Beyond the Triple Constraints: Developing a Business Venture Approach to Project Management (Robert J. Graham, Dennis Cohen). 10.2 From Overload to Productivity via Systematic Decision Making (James Schlick, Andrew Longman). 10.3 The Seven Habits of Highly Effective IT Portfolio Management Implementations (Gil Makleff). 10.4 Project Portfolio Management Basics (PMI Knowledge and Wisdom Center). 10.5 Integrating Project Portfolio Management with Project Management Practices to Deliver Competitive Advantage (James S. Pennypacker, Patrick Sepate). Notes. Index.