book

The Standard for Portfolio Management — Fourth Edition

by Project Management Institute

November 2017

Intermediate to advanced

190 pages

4h 4m

English

Project Management Institute

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1.1. Purpose of the Standard for Portfolio Management1.2. Audience for the Standard for Portfolio Management1.3. What is a Portfolio?1.4. Relationships among Portfolios, Programs, Projects, and Operations1.5. What is Portfolio Management?1.6. Relationships among Portfolio Management, Program Management, and Project Management1.7. Principles of Portfolio Management1.8. Relationships among Portfolio Management, Organizational Strategy, Strategic Business Execution, and Organizational Project Management1.8.1. Portfolio Management and Organizational Strategy1.8.2. Strategic Business Execution and Organizational Project Management1.9. Portfolio Components and their Interrelationships1.9.1. Program Management1.9.2. Project Management1.9.3. Operations Management1.10. Role of the Portfolio Manager1.11. Other Roles in Portfolio Management1.11.1. Sponsors1.11.2. Portfolio Governance Body1.11.3. Portfolio, Program, and/or Project Management Office1.11.4. Program Managers1.11.5. Project Managers
2.1. Overview2.2. Guiding Principles2.3. Ongoing Life Cycle2.3.1. Initiation2.3.2. Planning2.3.3. Execution2.3.4. Optimization2.3.5. Monitor and Control2.4. Portfolio Management Information System (PMIS)2.5. Governance within the Portfolio Life Cycle
3.1. Overview3.2. Guiding Principles3.3. Portfolio Strategic Objectives3.4. Developing Portfolio Strategic Objectives3.4.1. Vision and Mission Statements3.4.2. Strategic Goals3.4.3. Strategic Objectives3.4.4. Strategic Initiatives3.5. Strategic Risk Appetite3.6. Portfolio Charter3.7. Portfolio Roadmap3.8. Key Portfolio Components3.8.1. Evaluating Portfolio Key Components3.8.2. Selecting Portfolio Key Components3.9. Portfolio Optimization3.10. Managing Strategic Alignment3.10.1. Considerations when Managing Strategic Impact3.10.2. The Impact of Strategic Change
4.1. Overview4.2. What is Portfolio Governance?4.3. Guiding Principles4.4. The Concept of Governance4.4.1. Portfolio Governance Impact on Programs and Projects4.4.2. Portfolio Governance and other Domains in Portfolio Management4.5. Effective Portfolio Governance Design Factors4.6. Portfolio Governance Roles4.6.1. Portfolio Sponsor4.6.2. Portfolio Governance Board4.6.3. Portfolio Audit Organization4.6.4. Other Roles
5.1. Overview5.2. Guiding Principles5.3. Capacity Management5.4. Capacity Planning5.5. Supply and Demand Management5.5.1. Supply and Demand Analysis5.5.2. Supply and Demand Allocations5.6. Supply and Demand Optimization5.7. Organizational Capabilities5.8. Capability Assessment5.9. Capability Development5.9.1. Developing New Capabilities5.9.2. Sustaining Existing Capabilities5.10. Performance Reporting and Analytics5.11. Balance Capacity and Capability

6.1. Overview6.2. Guiding Principles6.3. Definition and Identification of Portfolio Stakeholders6.3.1. Categorization of Stakeholders6.3.2. Identifying Stakeholders6.4. Analysis of Portfolio Stakeholders6.5. Stakeholder Engagement Planning6.6. Identifying Communications Management Approaches6.6.1. Alignment with Governance6.6.2. Communication Infrastructure6.6.3. Portfolio Management Plan6.6.4. Portfolio Reports6.6.5. Portfolio Process Assets6.6.6. Communication Governance and Interface to Components6.7. Manage Portfolio Communications
7.1. Overview7.2. Guiding Principles7.3. What is Value Management?7.4. Components of Value Management7.5. Negotiating Expected Value7.6. Maximizing Value7.7. Assuring Value7.8. Realizing Value7.9. Measuring Value7.10. Reporting Value
8.1. Overview8.2. Guiding Principles8.2.1. Managing Portfolio Risk8.2.2. Balancing Risk8.3. Portfolio Risk Management8.4. Key Planning Elements8.4.1. Portfolio Risk Management Framework8.4.2. Risk Perception8.5. Portfolio Risk Management Framework and Portfolio Risk Management Plan8.5.1. Portfolio Risk Management Framework8.5.2. Portfolio Risk Management Plan
X1.1. Structural ChangesX1.2. Writing StylesX1.3. Section 1—Introduction ChangesX1.4. Section 2—The Portfolio Life CycleX1.5. Section 3—Portfolio Strategic ManagementX1.6. Section 4—Portfolio GovernanceX1.7. Section 5—Portfolio Capacity and Capability ManagementX1.8. Section 6—Portfolio Stakeholder ManagementX1.9. Section 7—Portfolio Value ManagementX1.10. Section 8—Portfolio Risk Management
X2.1. The Standard for Portfolio Management—Fourth Edition Core CommitteeX2.2. Subcommittee MembersX2.3. ReviewersX2.3.1. SME ReviewX2.3.2. Consensus Body ReviewX2.3.3. Exposure Draft ReviewX2.4. PMI Standards Program Member Advisory Group (MAG)X2.5. Harmonization TeamX2.6. Production Staff
X3.1. A Holistic Approach to Portfolios and their Management

Content preview from The Standard for Portfolio Management — Fourth Edition

2 THE PORTFOLIO LIFE CYCLE

This section provides information on the portfolio life cycle. The following major sections are addressed:

2.1 Overview

2.2 Guiding Principles

2.3 Ongoing Life Cycle

2.4 Portfolio Management Information System (PMIS)

2.5 Governance Within the Portfolio Life Cycle

2.1 OVERVIEW

The portfolio life cycle is the ongoing processes and functions that occur to a set of portfolios, programs, projects, and operations within a continuous time frame. In today's global market, the portfolio life cycle needs to be adaptive and flexible to constantly changing needs from all influences, internal and external, so organizations can remain competitive and financially stable. One or more portfolios can exist within the life cycle. If ...

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The Standard for Program Management — Fourth Edition

The Theory and Practice of Investment Management: Asset Allocation, Valuation, Portfolio Construction, and Strategies, Second Edition

Frank J. Fabozzi, Harry M. Markowitz

Publisher Resources

ISBN: 9781628253962

The Standard for Portfolio Management — Fourth Edition

by Project Management Institute

2

THE PORTFOLIO LIFE CYCLE

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

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Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.