Description
Organizational Project Portfolio Management: A Practitioner’s Guide offers a generic, practical methodology and tool kit to design, build, and manage a balanced portfolio at any level of the enterprise. These techniques can be used irrespective of business industry, where the portfolio management group is located within the organizational hierarchy, or the type of projects contained.
Nominated for the PMI® 2014 David I. Cleland Project Management Literature Award
About the author(s)
Dr. Prasad Kodukula, PMP, PgMP, is an award-winning educator, accomplished engineer, author, and inventor with 25 years of professional experience. Dr. Kodukula is co-founder and president of Constant Compliance, Inc., a Chicago-based technology company that specializes in developing and commercializing environmental and homeland defense technologies. His clients include 15 of the Fortune 100 companies and the U.S. government. He has managed many research/development and engineering projects and project teams while working as a senior project manager at a multi-national engineering consulting firm and a global chemical company. Prasad holds degrees from the Illinois Institute of Technology, Cornell University, and Rutgers University. He was recognized by the Project Management Institute as “Best of the Best in project management” with a 2010 PMI Distinguished Contribution Award. His first book with J. Ross Publishing, Project Valuation Using Real Options: A Practitioner’s Guide, is a best seller and he has also written more than 40 technical articles.
Table of Contents
SECTION 1: PROJECT PORTFOLIO BASICS
Chapter1: Introduction
What is a Project Portfolio?
What is Project Portfolio Management?
Why Portfolio Management?
How Your Organization Can Benefit From Portfolio Management?
Who Needs Portfolio Management?
What is the Status of Portfolio Management Today?
Chapter 2: Project Portfolio
What is a Project Portfolio?
What Makes a Portfolio Effective?
Types of Portfolios
Chapter 3: Projects, Programs & Portfolios
Projects
Programs
Portfolios and Their Relationship to Projects and Programs
Chapter 4: Portfolio Model: Funnel & Filters®
Funnel & Filters®
Funnel & Filters® vs. Phase Gates
Value Creation Process
Chapter 5: Project vs. Financial Portfolios
Portfolio Components
Strategy
Portfolio Objective
Portfolio Value
Portfolio Risk
Applying Financial Portfolio Principles to Project Portfolios
SECTION 2: PPM METHODOLOGY
Chapter 6: PPM Methodology
Creating and Managing a Financial Portfolio
Project Portfolio Management Methodology
Chapter 7: Build Foundation
Delineate Strategic Framework
Establish Governance
Build Portfolio Infrastructure
Chapter 8: Design Portfolio
Identify Design Requirements
Establish Portfolio Benchmarks
Chapter 9: Construct Portfolio
Build New Portfolio
Calibrate Portfolio
Chapter 10: Monitor & Control Portfolio
Identify Projects
Categorize Projects
Evaluate New Projects
Evaluate Ongoing Projects
Prioritize New and Ongoing Projects
Rebalance Portfolio
Select or Terminate Projects
SECTION 3: PPM TOOLS & TECHNIQUES
Chapter 11: Project Evaluation
Project Evaluation: Financials
Project Evaluation: Non-Financials
Chapter 12: Project Prioritization
Project Ranking Tools
Data Visualization Tools
Chapter 13: Uncertainty & Risk
Uncertainty
Risk
Project Risk Management
Portfolio Risk Management
Tools & Techniques for Uncertainty & Risk
Chapter 14: Earned Value Management
Background
EVM Foundation: Project Baselines
Level of Planning Detail
EVM Building Blocks
Current Project Performance Indicators
Future Project Performance Indicators
Portfolio Performance
EVM’s Potential
Chapter 15: Resource Planning
Why PPM for Resource Planning?
Role of PPM in Resource Planning
Rolling Wave Planning
Bottleneck Analysis
Resource Leveling
Estimates of Effort vs. Lapse Time in Resource Planning
Factors Affecting Resource Availability
Resource Planning Tools
Chapter 16: PMO
Current State of Practice
PMO Scope
PMO Functions
PMO Maturity
PMO Organizational Structure
PMO’s Role in PPM
SECTION 4: PPM CASE STUDY
Chapter 17: Case Study
Exercises
1) Portfolio Foundation
2) Portfolio Design
3) Portfolio Construction
4) Portfolio Balancing
5) Project Ranking by Efficient Frontier Method
6) Project Ranking by Paired Comparison and Forced Ranking
7) Project Go/No-Go
Exhibits
1) GeneMatrix Profile
2) GeneMatrix Future Plan
3) New and Ongoing Projects Listing
4) New and Ongoing Projects Data
5) Benefits and Costs of Projects That Generate Financial Value
6) New Project Request: Nanopore Technology & Next Generation Sequencer
Reviews
“We have implemented the methodology presented in this book, and it’s been very helpful to me. The book presents numerous PPM tools for project selection, project ranking, data visualization, etc., and has case study exercises that are highly practical and helpful in illustrating how the methodology and tools presented in the book can be used. It is a valuable tool for implementing portfolio management in any company in any industry!”
—Bea Swanepoel, Portfolio Manager, Anglo American plc
“Organizational Project Portfolio Management fills a gap for PPM by providing an end-to-end process and literally stringing all the concepts, tools, and techniques into a coherent, flowing whole. I believe that without this book it would have been hugely difficult to convey to students the holistic sense of the PPM discipline. I examined other books and although the PMI standard was there I did not think that any of them introduced project portfolio management in a way that this book does. As an instructor developing a PPM course, discovering this book was a life saver!”
—Nadeem Malik, Adjunct Faculty, Brandeis University, Waltham, MA
“Dr. Kodukula has created a reference that offers a concise methodology and a myriad of tools for managing the complex world of portfolio management.”
—Todd Beard, PMO Leader, Dow Chemical
“This book is lucid and cogent in its presentation, and offers a highly practical methodology and tools (including case studies that mimic real world portfolios) for portfolio management.”
—Ernest Esdelle, PMP, Engineering Manager, The National Gas Company of Trinidad and Tobago
“Due to both the innovative approaches and the compelling manner in which they are organized I expect that this book will have a significant impact on the practice of project portfolio management in industry. I highly recommend it to project management colleagues and business leaders—the recommendations it makes will have lasting effects on driving business value for shareholders and customers.”
—Doug Campbell, PMP, Sr. Director, PMO & Strategy, Stryker
“The methodology and tools presented are highly valuable for portfolio management professionals. It has clear arguments, reasoning, and sound and practical tools, tips and guidelines on how to successfully manage an investment portfolio as an indispensable ingredient to extract optimum value from the portfolio of projects and to achieve strategic goals and objectives.“
—Hannes vd Merwe, General Manager, Postbank Savings Operations & Head, Postbank PMO, Pretoria, South Africa
Organizational Project Portfolio Management is a compelling recipe for creating, organizing, and executing a portfolio management process. It is a one-stop, quick reference, and a must read!”
—Brent Lalomia, Senior Director, PMO & Business Process Improvement, Stryker
“If you are just beginning the process of portfolio management, or need to fix the way you are currently doing it, this pragmatic guide will help you. It is an actionable work on how to implement portfolio management in any organization.”
—J. LeRoy Ward, PMP, PgMP, CSM, President, Ward Associates
