Portfolio Management Bible

I think you are searching for "the how". This is not inside the PMI´s guides related to portfolio. As you know is not the "spirit" of the guides. I was in charge on writting the portfolio management process in my actual work place and, while you can find lot of different information outside there, the "how" depends on your organization. I was part of the group or reviewers in the PMI standard but I did not find those type of things there no matter is a good reference in my personal opinion. Additional, some documentation is not clear about if they are talking about portfolio in general, they are talking about specific architectural layer (IT portfolio for example) or they are talking about a specific type (project portfolio). So, my recommendation is taking a closer look to to Axelos documentation and put focus on Lean Portfolio Management (you can find a "how" inside Scalled Agile Framework for example, but just to take a reference) because in my personal opinion (and based on what I am living today) all the organizations will migrate to this way of thiking and behave in terms of portfolio.

Check this link, it may be useful: https://www.wallstreetmojo.com/top-best-po...nagement-books/

Check this link, it may be useful: https://www.wallstreetmojo.com/top-best-po...nagement-books/

"Business Driven Project Portfolio Management" by Mark Price Perry provides guidance on "conquering the top 10 risks that threaten success."

It's not everything you need to know, but I've found it helpful.

And there's at least one book (the one I have is from Microsoft Press) presenting an adaptive approach to portfolio management using a variant of Scrum...

Martin,

I have not found a good project portfolio management book, that summarises and structures the HOW, as Sergio rightly mentions.

My view on management is that it is about providing resources (humans, knowledge, assets) to work packages in order to fulfil the purpose. If the work packages are projects, management becomes project portfolio management, if you call it such or not. If they are not (or not all) projects it is mostly operations management for repetitive work packages.

As every organisation with projects is exercising project portfolio management but just few call it such and follow a standard, they implement processes and procedures to manage their portfolio projects. Those might be different for different types of projects, like the big integrative ones with impact on the whole organisation, or the divisional projects or the many small ones (which are mostly divisional too). I have seen in the first category typically 40-50 projects, the medium size 10-20 per division on top and 3-400 small ones.

Thomas