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ISBN 10: 1628700343
ISBN 13: 9781628700343
Author: Project Management Institute
Portfolio management is an integral part of the organization’s overall strategic plan. While project and program management focus on “doing the work right,” the purpose of portfolio management is “doing the right work.” The Standard for Portfolio Management—Third Edition offers the most up to date information regarding accepted practices in portfolio management and includes new material: 1) three Knowledge Areas were added to address Portfolio Strategic Management, Portfolio Performance Management, and Portfolio Communication Management; 2) the Defining Process Group was added to address defining processes; 3) the Authorizing and Controlling Process Group replaced the Monitoring and Controlling Process Group.
1: INTRODUCTION
1.1: Purpose of The Standard for Portfolio Management
1.1.1: Audience for The Standard for Portfolio Management
1.2: What is a Portfolio?
Figure 1-1. Portfolios, Programs, and Projects – High-Level View
1.2.1: Relationships Among Portfolios, Programs, and Projects
Figure 1-2. Portfolio, Program, and Project Management Interactions
1.3: What is Portfolio Management?
Table 1-1. Comparative Overview of Project, Program, and Portfolio Management
1.4: Relationships Between Portfolio Management, Program Management, Project Management, and Organizational Project Management
1.5: Portfolio Management and Organizational Strategy
Figure 1-3. The Organizational Context of Portfolio Management
1.6: Business Value
1.7: Portfolio Component Management Relationships
1.7.1: Program Management
1.7.2: Project Management
1.7.3: Operations Management
1.8: Role of the Portfolio Manager
1.8.1: Knowledge and Skills
1.9: Role of the PMO in Portfolio Management
1.9.1: Project, Program, or Portfolio Management Office
1.9.2: Project Team
1.9.3: Program Managers
1.9.4: Project Managers
1.9.5: Portfolio Governance
1.9.6: Sponsors
1.10: Portfolio Management Body of Knowledge
2: PORTFOLIO MANAGEMENT OVERVIEW AND ORGANIZATION
2.1: Portfolio Management and Organizational Strategy and Objectives
2.2: Portfolio Management Process Implementation
2.2.1: Assess the Current State of the Portfolio Management Process
2.2.2: Define the Portfolio Management Vision and Plan
2.2.3: Implement the Portfolio Management Processes
2.2.4: Improve the Portfolio Management Processes
2.3: Portfolio Management Process Cycle
2.4: Portfolio Management Information System (PMIS)
2.5: Portfolio Management Governance
2.6: Portfolio Stakeholders
2.7: Organizational Influences on Portfolio Management
2.7.1: Organizational Maturity
2.7.2: Organizational Impacts
3: PORTFOLIO MANAGEMENT PROCESS GROUPS
3.1: Portfolio Management Process Groups
Table 3-1. Portfolio Management Process Groups and Knowledge Areas Mapping
3.1.1: Defining Process Group
3.1.2: Aligning Process Group
3.1.3: Authorizing and Controlling Process Group
3.2: Portfolio Management Process Interactions
Figure 3-1. Portfolio Management Process Group Interactions
Figure 3-2. Data Flow Diagram Legend
Figure 3-3. Portfolio Management Process Group Interactions
Figure 3-4. Risk Management Processes and the Portfolio Management Process Groups
3.2.1: Common Inputs and Outputs
3.2.1.1: Portfolio Process Assets
3.2.1.2: Portfolio Reports
3.2.1.3: Organizational Process Assets
3.2.1.4: Enterprise Environmental Factors
3.2.2: Key Deliverables Across Portfolio Management Processes
Table 3-2. Key Deliverables for Portfolio Management Processes
4: PORTFOLIO STRATEGIC MANAGEMENT
Figure 4-1. Portfolio Strategic Management Overview
4.1: Develop Portfolio Strategic Plan
Figure 4-2. Develop Portfolio Strategic Plan: Inputs, Tools and Techniques, and Outputs
Figure 4-3. Develop Portfolio Strategic Plan: Data Flow Diagram
4.1.1: Develop Portfolio Strategic Plan: Inputs
4.1.1.1: Organizational Strategy and Objectives
4.1.1.2: Inventory of Work
4.1.1.3: Portfolio Process Assets
4.1.1.4: Organizational Process Assets
4.1.1.5: Enterprise Environmental Factors
4.1.2: Develop Portfolio Strategic Plan: Tools and Techniques
4.1.2.1: Portfolio Component Inventory
4.1.2.2: Strategic Alignment Analysis
Figure 4-4. Integrated View of Overall Portfolio Strategy
4.1.2.3: Prioritization Analysis
4.1.3: Develop Portfolio Strategic Plan: Outputs
4.1.3.1: Portfolio Strategic Plan
4.1.3.2: Portfolio
4.2: Develop Portfolio Charter
Figure 4-5. Develop Portfolio Charter: Inputs, Tools and Techniques, and Outputs
Figure 4-6. Develop Portfolio Charter: Data Flow Diagram
4.2.1: Develop Portfolio Charter: Inputs
4.2.1.1: Portfolio Strategic Plan
4.2.1.2: Portfolio Process Assets
4.2.1.3: Enterprise Environmental Factors
4.2.2: Develop Portfolio Charter: Tools and Techniques
4.2.2.1: Scenario Analysis
4.2.2.2: Capability and Capacity Analysis
4.2.3: Develop Portfolio Charter: Outputs
4.2.3.1: Portfolio Strategic Plan Updates
4.2.3.2: Portfolio Charter
4.2.3.3: Portfolio Process Asset Updates
4.3: Define Portfolio Roadmap
Figure 4-7. Define Portfolio Roadmap: Inputs, Tools and Techniques, and Outputs
Figure 4-8. Define Portfolio Roadmap: Data Flow Diagram
4.3.1: Define Portfolio Roadmap: Inputs
4.3.1.1: Portfolio Strategic Plan
4.3.1.2: Portfolio Charter
4.3.1.3: Portfolio
4.3.2: Define Portfolio Roadmap: Tools and Techniques
4.3.2.1: Interdependency Analysis
4.3.2.2: Cost-Benefit Analysis
4.3.2.3: Prioritization Analysis
4.3.3: Define Portfolio Roadmap: Outputs
4.3.3.1: Portfolio Roadmap
Figure 4-9. Portfolio Roadmap
4.4: Manage Strategic Change
Figure 4-10. Manage Strategic Change: Inputs, Tools and Techniques, and Outputs
Figure 4-11. Manage Strategic Change: Data Flow Diagram
4.4.1: Manage Strategic Change: Inputs
4.4.1.1: Portfolio Strategic Plan
4.4.1.2: Portfolio Charter
4.4.1.3: Portfolio
4.4.1.4: Portfolio Roadmap
4.4.1.5: Portfolio Management Plan
4.4.1.6: Portfolio Process Assets
4.4.2: Manage Strategic Change: Tools and Techniques
4.4.2.1: Stakeholder Analysis
4.4.2.2: Gap Analysis
4.4.2.3: Readiness Assessment
4.4.3: Manage Strategic Change: Outputs
4.4.3.1: Portfolio Strategic Plan Updates
4.4.3.2: Portfolio Charter Updates
4.4.3.3: Portfolio Updates
4.4.3.4: Portfolio Roadmap Updates
4.4.3.5: Portfolio Management Plan Updates
4.4.3.6: Portfolio Process Assets Updates
5: PORTFOLIO GOVERNANCE MANAGEMENT
Figure 5-1. Portfolio Governance Management Overview
5.1: Develop Portfolio Management Plan
Figure 5-2. Develop Portfolio Management Plan: Inputs, Tools and Techniques, and Outputs
Figure 5-3. Develop Portfolio Management Plan: Data Flow Diagram
5.1.1: Develop Portfolio Management Plan: Inputs
5.1.1.1: Portfolio Strategic Plan
5.1.1.2: Portfolio Charter
5.1.1.3: Portfolio Roadmap
5.1.1.4: Portfolio Process Assets
5.1.1.5: Organizational Process Assets
5.1.1.6: Enterprise Environmental Factors
5.1.2: Develop Portfolio Management Plan: Tools and Techniques
5.1.2.1: Elicitation Techniques
5.1.2.2: Portfolio Organizational Structure Analysis
5.1.2.3: Integration of Portfolio Management Plans
5.1.3: Develop Portfolio Management Plan: Outputs
5.1.3.1: Portfolio Strategic Plan Updates
5.1.3.2: Portfolio Management Plan
5.1.3.3: Portfolio Process Assets Updates
5.2: Define Portfolio
Figure 5-4. Define Portfolio: Inputs, Tools and Techniques, and Outputs
Figure 5-5. Define Portfolio: Data Flow Diagram
5.2.1: Define Portfolio: Inputs
5.2.1.1: Portfolio Strategic Plan
5.2.1.2: Portfolio Charter
5.2.1.3: Portfolio
5.2.1.4: Portfolio Roadmap
5.2.1.5: Portfolio Management Plan
5.2.1.6: Portfolio Process Assets
5.2.2: Define Portfolio: Tools and Techniques
5.2.2.1: Portfolio Component Inventory
5.2.2.2: Portfolio Component Categorization Techniques
5.2.2.3: Weighted Ranking and Scoring Techniques
Figure 5-6. Single-Criterion Prioritization Model
Figure 5-7. Multiple-Criteria Weighted Ranking
Figure 5-8. Multi-Criteria Scoring Model
5.2.3: Define Portfolio: Outputs
5.2.3.1: Portfolio Updates
5.2.3.2: Portfolio Roadmap Updates
5.2.3.3: Portfolio Management Plan Updates
5.3: Optimize Portfolio
Figure 5-9. Optimize Portfolio: Inputs, Tools and Techniques, and Outputs
Figure 5-10. Optimize Portfolio: Data Flow Diagram
5.3.1: Optimize Portfolio: Inputs
5.3.1.1: Portfolio
5.3.1.2: Portfolio Roadmap
5.3.1.3: Portfolio Management Plan
5.3.1.4: Portfolio Reports
5.3.1.5: Portfolio Process Assets
5.3.2: Optimize Portfolio: Tools and Techniques
5.3.2.1: Capability and Capacity Analysis
5.3.2.2: Weighted Ranking and Scoring Techniques
5.3.2.3: Quantitative and Qualitative Analyses
5.3.2.4: Graphical Analytical Methods
Figure 5-11. Portfolio Balancing Using Indicators or Criteria
Figure 5-12. Portfolio Balancing Using Strategic Categories and Targeted Business Units
5.3.3: Optimize Portfolio: Outputs
5.3.3.1: Portfolio Updates
5.3.3.2: Portfolio Roadmap Updates
5.3.3.3: Portfolio Management Plan Updates
5.3.3.4: Portfolio Reports
5.3.3.5: Portfolio Process Asset Updates
5.4: Authorize Portfolio
Figure 5-13. Authorize Portfolio: Inputs, Tools and Techniques, and Outputs
Figure 5-14. Authorize Portfolio: Data Flow Diagram
5.4.1: Authorize Portfolio: Inputs
5.4.1.1: Portfolio
5.4.1.2: Portfolio Management Plan
5.4.1.3: Portfolio Reports
5.4.2: Authorize Portfolio: Tools and Techniques
5.4.2.1: Portfolio Authorization Technique
5.4.2.2: Portfolio Management Information System
5.4.3: Authorize Portfolio: Outputs
5.4.3.1: Portfolio Updates
5.4.3.2: Portfolio Management Plan Updates
5.4.3.3: Portfolio Reports
5.4.3.4: Portfolio Process Asset Updates
5.5: Provide Portfolio Oversight
Figure 5-15. Provide Portfolio Oversight: Inputs, Tools and Techniques, and Outputs
Figure 5-16. Provide Portfolio Oversight: Data Flow Diagram
5.5.1: Provide Portfolio Oversight: Inputs
5.5.1.1: Portfolio
5.5.1.2: Portfolio Roadmap
5.5.1.3: Portfolio Management Plan
5.5.1.4: Portfolio Reports
5.5.1.5: Portfolio Process Assets
5.5.2: Provide Portfolio Oversight: Tools and Techniques
5.5.2.1: Portfolio Review Meetings
5.5.2.2: Elicitation Techniques
5.5.3: Provide Portfolio Oversight: Outputs
5.5.3.1: Portfolio Updates
5.5.3.2: Portfolio Management Plan Updates
5.5.3.3: Portfolio Reports
5.5.3.4: Portfolio Process Assets Updates
6: PORTFOLIO PERFORMANCE MANAGEMENT
Figure 6-1. Portfolio Performance Management Overview
6.1: Develop Portfolio Performance Management Plan
Figure 6-2. Develop Portfolio Performance Management Plan: Inputs, Tools and Techniques, and Outputs
Figure 6-3. Develop Portfolio Performance Management Plan: Data Flow Diagram
6.1.1: Develop Portfolio Performance Management Plan: Inputs
6.1.1.1: Portfolio Management Plan
6.1.1.2: Portfolio Process Assets
6.1.1.3: Organizational Process Assets
6.1.1.4: Enterprise Environmental Factors
6.1.2: Develop Portfolio Performance Management Plan: Tools and Techniques
6.1.2.1: Elicitation Techniques
6.1.2.2: Portfolio Management Information System
6.1.2.4: Capability and Capacity Analysis
6.1.3: Develop Portfolio Performance Management Plan: Outputs
6.1.3.1: Portfolio Management Plan Updates
6.1.3.2: Portfolio Process Assets Updates
6.2: Manage Supply and Demand
Figure 6-4. Relationship Between Supply and Demand
Figure 6-5. Manage Supply and Demand: Inputs, Tools and Techniques, and Outputs
Figure 6-6. Manage Supply and Demand: Data Flow Diagram
6.2.1: Manage Supply and Demand: Inputs
6.2.1.1: Portfolio
6.2.1.2: Portfolio Management Plan
6.2.1.3: Portfolio Reports
6.2.2: Manage Supply and Demand: Tools and Techniques
6.2.2.1: Scenario Analysis
6.2.2.2: Quantitative and Qualitative Analysis
6.2.2.3: Capability and Capacity Analysis
6.2.3: Manage Supply and Demand: Outputs
6.2.3.1: Portfolio Updates
6.2.3.2: Portfolio Management Plan Updates
6.2.3.3: Portfolio Reports
6.3: Manage Portfolio Value
Figure 6-7. Manage Portfolio Value: Inputs, Tools and Techniques, and Outputs
Figure 6-8. Manage Portfolio Value: Data Flow Diagram
6.3.1: Manage Portfolio Value: Inputs
6.3.1.1: Portfolio Roadmap
6.3.1.2: Portfolio Management Plan
6.3.1.3: Portfolio Reports
Figure 6-9. Performance Variance Report
6.3.2: Manage Portfolio Value: Tools and Techniques
Figure 6-10. Portfolio Benefits-Realization Plan
6.3.2.1: Elicitation Techniques
6.3.2.2: Value Scoring and Measurement Analysis
Figure 6-11. Scoring Component Performance
Figure 6-12. Changes in the Weighting for Scoring Performance
Figure 6-13. Portfolio Efficient Frontier
6.3.2.3: Benefits Realization Analysis
Figure 6-14. Cumulative Cost Chart for the Spend on the Portfolio over a Given Period
6.3.3: Manage Portfolio Value: Outputs
6.3.3.1: Portfolio Management Plan Updates
6.3.3.2: Portfolio Reports
6.3.3.3: Portfolio Process Assets Updates
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