1 Defining project portfolio management 3

1.1 Enterprise project management 3

1.2 IT portfolio management 6

1.3 The Project Portfolio Management paradigm 10

1.4 What is Project Portfolio Management? 11

1.5 The relationship between portfolios, programmes and projects 12

2 Identifying areas of pain 16

2.1 Typical project challenges faced by businesses 16

2.2 Why implement Project Portfolio Management? 18

2.3 Change management and adoption challenges 21

2.4 Best practice considerations – who, why, what, how and when 23

3 Organise the business for PPM 29

3.1 Building PPM leadership through executive sponsorship 29

3.2 Organising the PPMT 31

3.3 Supporting PPM with a PMO 35

3.4 Embedding project governance within a PPM process 41

3.5 Implementing enterprise–wide role based visibility 48

3.6 Creating real–time information flow 50

3.7 Delivering a web based environment 54

3.8 Deploying the centralised control of data 56

3.9 Understanding your business´s capability and resources 58

3.10 Establishing a project management maturity baseline for PPM 60

4 Select the PPM tool-set 65

4.1 Project–centric applications vs the PPM solution 65

4.2 Essential solution unique selling points (USPs) 68

4.3 Software as a Service (SaaS)/Application Service Providers (ASPs) 72

4.4 Software deployment considerations 76

4.5 Solution features and capabilities 77

5 Build a PPM framework 99

5.1 Key PPM infrastructure challenges 99

5.2 Component areas of the PPM framework 100

5.3 Portfolio definition, strategy alignment and ideas management 101

5.4 Resource and business capability analysis 106

5.5 Portfolio selection, prioritisation and authorisation 108

5.6 Portfolio execution and monitoring 116

6 Kick–start the process 119

6.1 Where to deploy PPM 119

6.2 Readiness assessment 120

6.3 Requirements capture 121

6.4 Vendor selection process 122

6.5 Business case considerations 124

6.6 The health check 126

6.7 Measuring ROI and ROO 127

6.8 Establishing proof of benefit (PoB) 130

6.9 Building a risk management framework 134

7 Establish corporate visibility and environment 139

7.1 Managing PPM as a change project 139

7.2 Managing the project portfolio environment 141

7.3 Determining the levels of project organisation 144

7.4 Creating the PPMT 149

7.5 Defining roles and responsibilities 152

7.6 Establishing the PPM framework 154

8 Create prioritisation procedures and guidelines 156

8.1 Defining project domains by creating a project hit-list 157

8.2 Defining prioritisation criteria 159

8.3 Creating or updating the project registry 166

8.4 Prioritising projects 170

9 Map resource capacity and demand 175

9.1 Defining the resource pool 176

9.2 Estimating resource demand 180

10 Optimise and balance the project portfolio 185

10.1 Balancing resource requirements 186

10.2 Authorising projects and resources 188

11 Embed the PPM culture and capabilities 199

11.1 The importance of organisational culture 199

11.2 Embedding PPM capability through a sound change management
plan 200

11.3 Sustaining PPM capability through a knowledge management (KM) strategy 202

11.4 Project benefits management (PBM) as an enabler for embedding PPM capability 205

11.5 PPM process sustainability and support 21

12 PPM business scenarios 212

12.1 Scenario 1: Establishing a repeatable and scalable PPM process 212

12.2 Scenario 2: Creating an IT profit centre by strategically aligning the IT project delivery process with the business 215

12.3 Scenario 3: Improving service delivery through strategic project alignment 220

12.4 Scenario 4: Preparing the groundwork for PPM a by implementing a standardised project and resource management software solution 223

13 PPM action checklists 226

13.1 Checklist of key features 226

13.2 Checklist of key questions 229