Cover -- Contents -- Acknowledgments -- Chapter 1: Introduction -- Chapter 2: A Model for Decision Making -- Chapter 3: Extending the Model -- Chapter 4: Using the Model -- Chapter 5: Conclusion -- Appendix 1: Related Theories -- Notes -- References -- Index -- Ad page -- Backcover
Summary
Project portfolio management (PfM) is a critically important discipline, which organizations must embrace in order to extract the maximum value from their project investments. Essentially, PfM can be defined as the translation of strategy and organizational objectives into projects, programs, and operations (portfolio components); the allocation of resources to portfolio components according to organizational priorities; alignment of components to one or more organizational objectives; and the management and control of these components in order to achieve organizational object
Analysis
complexity
decision making
multicriteria utility
organizational
project portfolio management
systems
Bibliography
Includes bibliographical references and index
Notes
Online resource; title from PDF title page (EBSCO, viewed October 13, 2015)
