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This list of processes focuses on setting up and maintaining an ongoing portfolio management capability.
When looking at making decision making about the components of a portfolio, you'd see something like the following:
5. (Ongoing) Review, reprioritization and continued investment or divestment
The way to understand or define portfolio process is understanding the business analysis process. While I was part of the standard of portfolio I think is not useful to put it working in the reality. So, take a look to business analysis standard to understand how an idea is crating to define the portfolio process that best fits for your organization. Other good point of reference is SAFe BUT not for SAFe itself just for the portfolio process that could help no matter the approach you use and no matter SAFe declaims it is agile based to sell the idea.
I second Sergio and Kiron. The PMI standard alone does not give you a good idea how to implement portfolio management.
A better guide could be the ISO21504 standard of project portfolio management, or the exam content outline for PfMP and a wider reading of the PfMP reading list by PMI.
See also https://www.slideshare.net/walenta/a-3laye...agile-projects, last slide showing the processes from ISO.
I recommend an on-demand webinar called "From Managing Scope to Achieving Business Results" by Linda E. Szmyt and Fernando Santiago. The webinar provides an insight into the concept of The Outcome-Driven Organization - Linda and Santiago are the authors of a book entitled "The Outcome-driven Organization" and Portfolio Project Management = a framework that addresses the management of projects as financial investments.
Here is the link to the webinar:
A 3-layer project portfolio system to align traditional and agile projects by @twtomm #agile https://www.slideshare.net/walenta/a-3laye...-agile-projects via @SlideShare
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