ABSTRACT
The portfolio management process is similar to project and program management; however, it applies focus at a much higher level. Standard project concerns? issues, risks, schedule, budget, resources, quality? also affect the portfolio, but at the summary level. The key difference is that while projects are accountable for key deliverables, the portfolio is accountable for value delivery against the strategic objectives of the enterprise. The product portfolio is the crucial roadmap connecting execution to strategy. The enterprise may define success in a number of ways, and the net impact of the portfolio on that success is tied to strategic portfolio decisions made (or not made) by senior leadership. The ultimate goal of the portfolio process is to continue increasing the portfolio's predictability and value. The portfolio manager must select the right metrics that illustrate the overall current-state health and viability of the portfolio, as well as its future state. Current/future state metrics should be established and standardized into qualitative reporting, which balances the desired future state against known constraints of schedule, risk, and budget. The portfolio manager constantly adjusts project selection and prioritization in order to balance these constraints within anticipated capacity. Ultimately, the portfolio roadmap must align with expectations from Finance and the company' long-term financial plan.
