The document summarizes the key findings of a PMI study on portfolio management. It found that organizations with highly effective portfolio management saw 62% of projects meet or exceed ROI expectations, compared to 48% for minimally effective organizations. To improve, the report recommends that organizations 1) elevate portfolio management to a strategic level, 2) create a portfolio-minded culture, and 3) implement appropriate tools and practices. Highly effective organizations were much more likely to follow these recommendations, such as having senior management that understands portfolio management.
Oracle Innovation Management - driving success through aligned InnovationFrancois Thierart
Innovation Management is the selection and translation of the best ideas and inventions into profitable offerings for customers.
The problem is not a shortage of ideas, but a breakdown in the selection and translation process, combined with the “pull of the past”.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
Portfolio optimization is one of the core processes of portfolio management. In order for organizations to drive greater value from their portfolio management processes, they must learn how to optimize their project portfolio. To optimize means to “make the best or most effective use of a situation, opportunity, or resource (Dictionary.com).” Optimizing a project portfolio is to construct an optimal portfolio given current limitations and constraints. An “optimal” portfolio for your organization will depend upon the goals of your portfolio. Not every organization will optimize their portfolio in the same way, but there are four basic types of portfolio optimization:
1) Cost-Value Optimization: this is the most popular type of portfolio optimization and utilizes efficient frontier analysis. The basic constraint of cost-value optimization is the portfolio budget.
2) Resource Optimization: this is another popular way of optimizing the portfolio, and utilizes capacity management analysis. The basic constraint of resource optimization is human resource availability.
3) Work Type Optimization: this is a lesser known way of optimizing the portfolio, but corresponds to a more common term, portfolio balancing. The basic constraints of work-type optimization are categorical designations.
4) Schedule Optimization: this type of optimization is associated with project sequencing, which relates to project interdependencies. The basic constraints of schedule optimization are project timing and project dependencies.
Presenting a mental framework for strategic analysis of project portfolios in an organization. The example used is IT-Business alignment, but many components of this framework may be used in other applications.
Oracle Innovation Management - driving success through aligned InnovationFrancois Thierart
Innovation Management is the selection and translation of the best ideas and inventions into profitable offerings for customers.
The problem is not a shortage of ideas, but a breakdown in the selection and translation process, combined with the “pull of the past”.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
Portfolio optimization is one of the core processes of portfolio management. In order for organizations to drive greater value from their portfolio management processes, they must learn how to optimize their project portfolio. To optimize means to “make the best or most effective use of a situation, opportunity, or resource (Dictionary.com).” Optimizing a project portfolio is to construct an optimal portfolio given current limitations and constraints. An “optimal” portfolio for your organization will depend upon the goals of your portfolio. Not every organization will optimize their portfolio in the same way, but there are four basic types of portfolio optimization:
1) Cost-Value Optimization: this is the most popular type of portfolio optimization and utilizes efficient frontier analysis. The basic constraint of cost-value optimization is the portfolio budget.
2) Resource Optimization: this is another popular way of optimizing the portfolio, and utilizes capacity management analysis. The basic constraint of resource optimization is human resource availability.
3) Work Type Optimization: this is a lesser known way of optimizing the portfolio, but corresponds to a more common term, portfolio balancing. The basic constraints of work-type optimization are categorical designations.
4) Schedule Optimization: this type of optimization is associated with project sequencing, which relates to project interdependencies. The basic constraints of schedule optimization are project timing and project dependencies.
Presenting a mental framework for strategic analysis of project portfolios in an organization. The example used is IT-Business alignment, but many components of this framework may be used in other applications.
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
How Project Portfolio Management Ties Leadership, Strategic IQ, and Organizat...Tim Washington
Given at the 2012 Boeing Project Management Conference in Mulkiteo, Washington. This presentation focuses on how project portfolio management is a critical piece for tying leadership, strategic IQ, and organizational health together.
This presentation was originally given at the Boeing Project Management conference in Mulkiteo, Washington in October of 2012.
This is a project portfolio management capability framework with full definitions. It can be used by organizations to establish a common set of terms and definitions so that agreement and understanding what is being built is achieved before undertaking a project portfolio management improvement initiative.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
How Project Portfolio Management Ties Leadership, Strategic IQ, and Organizat...Tim Washington
Given at the 2012 Boeing Project Management Conference in Mulkiteo, Washington. This presentation focuses on how project portfolio management is a critical piece for tying leadership, strategic IQ, and organizational health together.
This presentation was originally given at the Boeing Project Management conference in Mulkiteo, Washington in October of 2012.
This is a project portfolio management capability framework with full definitions. It can be used by organizations to establish a common set of terms and definitions so that agreement and understanding what is being built is achieved before undertaking a project portfolio management improvement initiative.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
The State of the Project Management Office (PMO) 2014PM Solutions
PM Solutions Research first surveyed organizations about their Project/Program Management Office (PMO) practices in 2000. In our latest survey, we've taken another look at the PMO, which has become the central organizational structure for standardizing the practices of companies in the delivery of their projects. This research will help us understand PMO trends pointing to solutions that will lead organizations to success in these complex, fast-changing times.
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
How to become CEO of your programme webinar
Friday 27 September 2019
presented by:
Irene Didinsky
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/how-to-become-ceo-of-your-programme-webinar/
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Managing your portfolios in a topsy-turvy world webinar
Wednesday 6 May 2020
presented by:
Iain Fraser
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/managing-your-portfolios-in-a-topsy-turvy-world-webinar/
Project Portfolio Management Final Report.docxZiyad Zaidi
Project portfolio management final project report of 3 question.
Make formal report and cover following questions.
Try to write in your own words and full of examples. Examples can be taken from your own organization or others.
1. What is project portfolio management?
2. What is the difference between project portfolio management & project management?
3. Explain five knowledge areas of the project portfolio management.
Answerer are in the report.
State of Project Portfolio Management (PPM) 2013 Research ReportPM Solutions
PM Solutions Research first surveyed organizations about their Project Portfolio Management (PPM)
practices in 2003. A decade later, we’ve taken another look at a phenomenon that is changing the way
organizations are managed and narrowing the gap between project/program management and corporate
leadership. Our findings are encouraging and, at the same time, indicate those areas that organizations
need to focus on to optimize the value of PPM. We had 495 respondents to this survey.
Retaining current customers costs 6-7x less than acquiring news ones, and improving customer retention rates by a mere 5% can increase profit per customer by 25%-95%. So it makes sense that top companies focus on building relationships, increasing loyalty, and selling more to current customers as a growth strategy.
Based on our extensive research in strategic account management, we've identified 10 steps you can take to replicate their successes.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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This article provides a comprehensive guide on how to
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2. Pulse of the Profession Portfolio Management2
Study Highlights
The most successful organizations are going to be the ones that find ways
to differentiate themselves.
Organizations are increasingly recognizing that portfolio management
can help them make the decisions that will set them apart from their
competitors. The trend was clear in PMI’s 2012 Pulse of
the Profession report, based on an annual global study of
more than 1,000 project, program and portfolio manag-
ers. Over half of the respondents reported frequent use of
portfolio management at their organization, an increase of
five points from the prior year’s survey.
PMI’s 2012 Pulse of the Profession In-Depth Report:
Portfolio Management delves deeper into this topic,
focusing on how it affects organizational success and on
establishing approaches to develop effective portfolio
management.
This report found that 62 percent of projects at orga-
nizations that described themselves as highly effective in
portfolio management met or exceeded expected ROI.
Yet despite the quantifiable benefits of portfolio man-
agement, relatively few organizations have perfected the practice.
The report outlines a three-pronged approach for improvement:
n Elevate portfolio management to a strategic level
n Create a portfolio-minded culture
n Implement appropriate tools and practices
62%of projects at organizations
that described themselves
as highly effective in
portfolio management
met or exceeded
expected ROI.
Source: PMI’s 2012 Pulse of the Profession
In-Depth Report: Portfolio Management
3. Pulse of the Profession Portfolio Management3
Why Do Organizations Need Portfolio Management?
Why do organizations practice portfolio management?
Customer Satisfaction
Cost Reduction
Revenue Growth
Improved ROI
Improved Development Costs
Regulatory Compliance
Innovation
Internal Knowledge Sharing
Employee Satisfaction
Share of Market
Sustainability
Supplier Relations
73%
59%
58%
45%
40%
35%
34%
32%
29%
21%
18%
12%
0% 40%10% 50%20% 60%30% 70% 80%
A portfolio should be a true measure of an organization’s intent, direction and progress. And portfolio
management helps create a blueprint toward that vision.
The projects an organization has
today demonstrate where it is now. The portfolio shows where the organization is going.
5 Key Drivers of Effective Portfolio Management
Senior management
receptivity
78%
Standardized metrics
and criteria
62%
Competent portfolio
governance
66%
Consistency and logic
of organizational
strategic objectives
59%
Mature project
management office
58%
4. Pulse of the Profession Portfolio Management4
How to Improve Portfolio Management
The Pulse study identified three best practices used by organizations highly effective in
portfolio management.
1. Elevate portfolio management to a strategic level
Understanding portfolio management at the highest levels is a major success driver.
Among organizations that describe their portfolio management procedures as highly effec-
tive, 89 percent of respondents said senior management understands portfolio manage-
ment at least moderately well. This stands in sharp contrast to organizations that describe
their portfolio management as minimally effective. There, only 25 percent of respondents
said senior management understands portfolio management at least moderately well.
By building an understanding of portfolio management among senior management, organi-
zations are better able to ensure projects and programs deliver on organizational strategy.
In a 2012 research paper published by PMI, authors Brian Hobbs and Yvan Petit out-
lined four high-level goals for strategic portfolio management:
Value Extension
The goal should always be to maximize the return on all projects in the portfolio.
Balance
Every portfolio should reflect the unique organizational profile with a mix of projects—
combining low-risk and high-risk projects, for example, or launching projects in existing
markets as well as new ones.
Strategic Direction
There should be a demonstrated link between projects in the portfolio and organiza-
tional strategy.
Portfolio Agility
Organizations should evaluate their current portfolio against their ability to shift with
changing dynamics in the organization as well as in the market. Furthermore, portfolio
agility calls for organizations to:
n Sense: Implement a mechanism to identify and filter changes that affect the portfo-
lio to ensure the organization is choosing the right projects and programs.
n Seize: Align projects to organizational capabilities and resources so it can fully lever-
age opportunities.
n Transform: Realign available resources and structures.
Senior management understands portfolio
management at least moderately well
89% 25%
Highly
effective Minimally
effective
5. Pulse of the Profession Portfolio Management5
Despite the key role of strategic alignment, many organizations leave their managers
mired in a myopic view. Minimally effective organizations were twice as likely to have
managers overly focused on their department goals versus strategic organizational goals.
The Takeaway: The big-picture perspective
afforded through portfolio management makes
it an invaluable tool to ensure an organization’s
projects sync with its strategic business goals.
64%
Minimally
effective
45%
Highly
effective
26%
Minimally
effective
32%
Highly
effective
For many organizations, innovation to improve business operations ranks as a major
strategic goal. Here, too, portfolio management can help fulfill the organizational vision.
Highly effective organizations are twice as likely to look to portfolio management to
enable innovation.
Mid-level managers focused on department
performance versus strategic goals
Portfolio management enables innovation
6. Pulse of the Profession Portfolio Management6
Frequently focused on
strategic goals
Rarely focused on
strategic goals
Rate of ROI goals met when managers focus on strategic objectives
2. Create a portfolio-minded culture
For portfolio management to become part of the organizational DNA, leaders must devote
the time, education and resources necessary to instill the practice into how everyone—
from team members to executives—thinks, believes and acts. To foster a portfolio man-
agement culture, organizational leaders should:
Prioritize portfolio management and position it as value-add
Executives must be willing to show their support of portfolio management through com-
munication and investment. It’s one of the most effective means for moving portfolio
management from mandate to value-add.
Currently, more than half of minimally effective organizations still view portfolio man-
agement as an administrative-review process, three times more than highly effective ones.
Dedicated resources enhance portfolio management
14%
Highly
effective
52%
Highly
effective
70%
50%
53%
Minimally
effective
30%
Minimally
effective
Dedicate resources to portfolio management
Portfolio management is best left to the professionals, so organizations must commit to
invest in the right talent—and then let them do their job.
The majority of portfolio managers in highly effective organizations spend 75 percent
or more of their time on portfolio management. In contrast, only 30 percent of their coun-
terparts at minimally effective organizations said they devoted the bulk of their time to
portfolio management.
That workload approach may affect project performance. In organizations where
managers focus on strategic as well as departmental goals, 70 percent of projects meet or
exceed their forecasted ROI, compared to 50 percent at organizations where managers
rarely focus on strategic goals.
Portfolio management viewed as an
administrative-review process
7. Pulse of the Profession Portfolio Management7
Educate leaders and peers to understand and practice portfolio management
To fully reap the benefits of portfolio management, the entire organization must have a
solid understanding of how and why it works. Highly effective organizations are distin-
guished by the fact that their leaders and project staff are roughly three times more likely
to understand portfolio management practices than those in minimally effective ones.
Senior management awareness of portfolio management
89%
Highly
effective
25%
Minimally
effective
The Takeaway: Organizations can real-
ize the full benefit of portfolio management by
making it a fixed part of their day-to-day culture.
8. Pulse of the Profession Portfolio Management8
3. Implement appropriate tools and practices
To remain agile and maintain a competitive edge, organizations must be armed with the
right portfolio management tools and practices.
Highly effective organizations are nearly five times more likely than minimally effec-
tive ones to frequently use formal prioritization tools, and twice as likely to have software
designed specifically to support portfolio management.
Use of formal prioritization tools
Limited standardization of portfolio
management practices
63%
Highly
effective
16%
Highly
effective
13%
Minimally
effective
57%
Minimally
effective
Organizations that frequently use formal portfolio management tools are 14 percent
more likely to achieve projected ROI than those that don’t.
Organizations need not only tools, but also an established set of practices that help
them achieve their strategic goals. By standardizing portfolio management, organizations
improve effectiveness. Minimally effective organizations are three times more likely to
report great variability in their portfolio management practices.
The Takeaway: An organization will only
get so far unless it’s willing to invest in the tools
and practices that fuel sustainable portfolio
management.
Yet no two organizations are alike, so care must be taken to find the tools and
practices appropriate for each.
9. Pulse of the Profession Portfolio Management9
Improved
portfolio
management
The Result
Increased
ROI and
less risk
More powerful
business value
= =
Conclusions and Implications
Portfolio management is more than a theory. Executed effectively, it delivers solid
business benefits—whether it’s greater efficiency or a boost to the bottom line.
Organizations that described themselves as highly effective in portfolio man-
agement increased the average number of projects meeting or exceeding their
forecasted ROI by nearly 30 percent compared to those that described themselves
as minimally effective.
All of these benefits can give organizations a distinct advantage over competi-
tors. Such forward-thinking strategic project planning transforms organizations
from defensive and reactive to proactive and dynamic.
Portfolio management drives increased ROI and reduces risks—helping orga-
nizations consistently deliver business value, a rare commodity in today’s volatile
global marketplace.
Average percentage of projects:
Highly effective
at portfolio
management
Minimally effective
at portfolio
management
%
Increase
Completed on time 68% 50% 36%
Completed on budget 64% 54% 19%
Met original goals and business intent 77% 65% 18%
Met/Exceeded forecasted ROI 62% 48% 29%
10. Pulse of the Profession Portfolio Management10
some of the industries represented:
of those surveyed:
annual revenue:
40%
are business
unit portfolio
managers
27%are external
client portfolio
managers
33%are enterprise
portfolio managers
Information Technology
8%
Consulting
7%
Manufacturing
6%
Telecom
25%
12%
Financial
Services
10%
Government
n Less than US$50 million
n Between US$50 million and US$1 billion
n Between US$1 billion and US$5 billion
n Over US$5 billion
14%
26%
19%
41%
About the Study
PMI’s 2012 Pulse of the Profession In-Depth Report: Portfolio Management was conducted
in March 2012 among 443 portfolio managers around the world.
Regardless of type, they have been
portfolio managers for an average of
6 years(and project managers for about 14 years)