IT Project Portfolio Management

When a business wants to get control of its IT projects, two paradigms collide: the world of financial portfolio management and the world of IT project management. When implementing IT PPM, companies will either lean more towards the former by supporting executive decisions or they will lean more towards the latter by supporting PMs. The opportunity that IT PPM presents is how to combine the benefits of both approaches to best support an IT project-centric organization. This chapter will begin by looking at the origins of PPM by reviewing modern portfolio theory (MPT). Then a basic review of IT project management will be presented. Once this foundation has been established, we will start to see how the two overlap. Maximizing return, alignment with strategy, balance between investments, and properly leveraging resources are just some of the commonalities. Finally, a common theme of this book will be introduced at the end: IT PPM rollout. As will be seen, implementing IT PPM can be as big a shift in an organization as business process reengineering (BPR) and ERP implementations have been. References to organizational change strategies for rolling out the 1 IT PPM solution presented in the book will appear in most chapters, culminating in a complete explanation in the final chapter

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