ABSTRACT
All of the principles and fundamentals of portfolio management and, in general, the overall integrated framework of strategy, portfolios, programs, and projects are constants that I don’t foresee evolving extensively in the years to come. As discussed earlier in this book, the emergence of so-called “agile” practices has basically just put a label on commonsense and already widely applied behaviors, as in the play of Molière, Le Bourgeois gentilhomme, in which M. Jourdain, the main character, was using prose without knowing anything about it. But one thing will change for sure, and that change is already here-how we will operate this governance framework and how will we position our roles as project, program, or portfolio managers and as project management officers (PMOs).
