Name: Project Portfolio Management, Second Edition: A Model for Improved Decision Making (en Inglés)
Price: 37770.00 CLP
Availability: InStock
Author: Enoch, Clive N.
ISBN: 9781949991253

portada Project Portfolio Management, Second Edition: A Model for Improved Decision Making (en Inglés)

Formato

Libro Físico

Autor

Clive N. Enoch

Editorial

Business Expert Press

Idioma

Inglés

N° páginas

132

Encuadernación

Tapa Blanda

Dimensiones

22.9 x 15.2 x 0.7 cm

Peso

0.19 kg.

ISBN13

9781949991253

N° edición

0002

Categorías

Estrategias para la toma de deciciones empresariales
Gestión de proyectos empresariales
Comportamiento organizativo

Project Portfolio Management, Second Edition: A Model for Improved Decision Making (en Inglés)

Clive N. Enoch (Autor) · Business Expert Press · Tapa Blanda

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Origen: Estados Unidos (Costos de importación incluídos en el precio)

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Reseña del libro "Project Portfolio Management, Second Edition: A Model for Improved Decision Making (en Inglés)"

The focus of this book is aimed at providing a mechanism to determine the individual and cumulative contribution of portfolio components to strategic objectives so that the right decisions can be made regarding those components. Project portfolio management (PfM) is a critically important discipline, which organizations must embrace in order to extract the maximum value from their project investments. Essentially, PfM can be defined as the translation of strategy and organizational objectives into projects, programs, and operations (portfolio components); the allocation of resources to portfolio components according to organizational priorities; alignment of components to one or more organizational objectives and the management and control of these components in order to achieve organizational objectives and benefits. The interest and contribution to the body of knowledge in project portfolio management has been growing significantly in recent years, however, a particular area of concern is the decision-making, during the management of the portfolio, regarding which portfolio components to accelerate, suspend, or terminate. Failing to determine how the individual and cumulative components of a portfolio contribute to an organization's strategic objectives leads to poorly informed decisions that negate the positive effect that a sound understanding of project portfolio management could have in an organization.