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Project Portfolio Management

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Project Portfolio Management

Leading the Corporate Vision

Palgrave Macmillan,

15 min read
10 take-aways
Audio & text

What's inside?

Portfolio management is not just a fancy theory – it’s a practical way to maximize the value of your projects.

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Editorial Rating



  • Scientific
  • Applicable
  • Background


Authors Shan Rajegopal, Philip McGuin and James Waller know what they are talking about and share solid information on project management, but their book reflects their roots as consultants who eschew simple language in favor of buzzwords. In one colorful example, they write: “PPM is a paradigm shift in thinking, its successful implementation driven from the top down, spearheaded by executive and senior management sponsorship and responsibility.” Aside from the dense prose, the book illuminates the importance of using project management as a strategic tool, and then it tells you how to do it. It can help make your organization more nimble and responsive, and it gives special, useful attention to software considerations. getAbstract recommends this detailed work on a subject that is crucial to contemporary organizations.


Gearing Up for a Major Project

Executives are realizing that the secret to remaining competitive and becoming more profitable is simple: projects. If you plan and execute projects well, your organization can adjust nimbly to market changes, new competitors and the evolution of technology. Conversely, the future looks grim for organizations that cannot identify needs and work methodically to meet them. To execute projects effectively, you need to know the 10 Commandments of Project Portfolio Management (PPM):

  1. Projects are investments – Just as your organization carefully manages short- and long-range investments, it should value each project as an opportunity to accomplish its strategic goals.
  2. Attain proper balance – The three elements of successful project management are “processes, people and tools.” You need systematic procedures to help steer your organization, people to supervise and execute projects, and the right software. These three factors must remain in balance.
  3. Deploy PPM gradually – Resist the temptation to rip out your current systems and replace them with PPM. Avoid a “big bang” ...

About the Authors

Consultant Shan Rajegopal helps organizations assess their project portfolios. Philip McGuin is e-business and product marketing manager at a major consulting firm and a former corporate project manager. James Waller heads marketing at a business consultancy specializing in project portfolio management.

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