000			03545nam a22003978a 4500
008			140613s2015 flu b 001 0 eng
010			_a 2014021618
020			_a9781482251043
040			_aDLC _beng _cDLC
042			_apcc
050	0	0	_aHD69.P75 _bP627 2015
082	0	0	_a658.4/04 _223
084			_aBUS101000 _aCOM032000 _aTEC009000 _2bisacsh
245	0	0	_aPortfolio management : _ba strategic approach _c[edited by] Ginger Levin, John Wyzalek
263			_a1507
260			_aBoca Raton : _bCRC Press, _c2015.
300			_axxvii, 340 pages. ; _c24 cm.
490	0		_aBest practices and advances in program management series ; _v17
520			_a"Presenting information that is current with The Standard for Portfolio Management, Third Edition, this book supplies in-depth treatment of the five knowledge areas and identifies best practices to help ensure balanced portfolio management that is critical to organizational success. This book is an ideal reference for those pursuing the new portfolio management credential from the Project Management Institute. The book is also a suitable as a reference for executives and practitioners in the field and as a textbook for universities offering courses on portfolio management"-- _cProvided by publisher.
520			_a"Preface While portfolio management has been applied in the financial industry since the early 1950s, it is only within the past two to three decades that academic research plus guidelines for practitioners have been conducted and made available. Although some organizations used portfolio management techniques to select and prioritize programs and projects to pursue since the 1960s, these organizations rarely discussed its use recognizing it was a competitive advantage for them to do so. In the late 1970s and 1980s, software to assist in prioritizing programs and projects and to allocate resources became available, and there was increased interest in organizations to adopt the software and then recognition that tools alone were insufficient to manage a portfolio. Portfolio management requires a culture change, with processes and procedures in place that are consistently followed at all levels to support organizational strategies and promote organizational success. It requires strategic goals to ensure the work being done, whether a program, project, or an operational activity, supports these goals; having an inventory of existing work in progress available to determine if it supports organizational strategy and should be continued; and business cases, which are prepared and approved for proposed work to undertake. Such a culture change takes time and dedication to implement, but increasingly, organizational leaders are doing so recognizing its necessity especially in terms of the complexity of work under way and the often lack of qualified and available resources to do this work effectively. "-- _cProvided by publisher.
504			_aIncludes bibliographical references and index.
650		0	_aProject management
650		0	_aBusiness planning
650		0	_aPortfolio management
650		0	_aInformation technology _xManagement
650		7	_aBUSINESS & ECONOMICS / Project Management _2bisacsh
650		7	_aCOMPUTERS / Information Technology _2bisacsh
650		7	_aTECHNOLOGY & ENGINEERING / Engineering (General) _2bisacsh
700	1		_aLevin, Ginger, _eEdited by
700	1		_aWyzalek, John, _eEdited by
035			_a(IMchF)fol15271322
005			20170126100717.0
001			60108
003			UOWD
942			_cREGULAR
999			_c26127 _d26127