ABSTRACT
Once the existing projects throughout the enterprise have been inven toried and ranked, new projects selected and initiated, and their char ters expanded into detailed project plans, emphasis transfers to the day-to-day strategic execution and control of the portfolio. As in the previous phases, the overshadowing objective is to achieve the strate gic goals of the host organization. The project organization relies upon metrics and tools to monitor the progress of each individual project related to the overall portfolio. Conflict is guarded against because the individual project managers’ focus has shifted from development of tools (i.e., the charter and project plan) to the management of the people. Maintaining project scope related to the original plan is of particular importance.
