Organise the business for PPM

Shan Rajegopal, Philip McGuin and James Waller

Chapter 3 in Project Portfolio Management, 2007, pp 29-64 from Palgrave Macmillan

Abstract: Abstract Executive radars are typically focused on the following concerns and issues: What contribution is each specific project making to corporate objectives? How do the costs and ROI compare with similar project investments? Are we maximising on the investments generated by our projects, products, assets and resources? In what areas should we focus our project investments and resources for maximum competitive advantage? Should we kill any existing projects and reprioritise investment elsewhere within the business? Do we have the right mix of low, medium and high project investments? What resources do we need to complete each project as planned? Do we have resources in place to accomplish business projects? What is the status of each project and programme? What is the history of schedule prediction vs performance?

Keywords: Strategic Objective; Work Package; Project Portfolio; Portfolio Process; Project Progress (search for similar items in EconPapers)
Date: 2007
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-20649-6_3

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DOI: 10.1057/9780230206496_3

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