| It Takes Backbone It Takes Tools | "If I had to list the reasons why a PPM process might fail to take root in a company, I would certainly begin my list with the failure to cultivate and reward decisionmaking." -- Donna Fitzgerald, Guest Editor Opening Statement Donna Fitzgerald Get Your Priorities Straight: Defending a Formal Approach to Making Project Choices Mark E. Mullaly Managing the Project Portfolio Ian S. Hayes From Arms Race to Green Space: PPM at Rocky Flats Environmental Technology Site Glen B. Alleman IT Portfolio Management:A Banker's Perspective on IT Bert Kersten and Chris Verhoef Portfolio Analysis Versus Indexing: Vive la Difference Victor Rosenberg | |
Next IssueIs Open Source Ready for Prime Time?Guest Editor: Jason Matthews Is open source just a "community of hackers" and a passing fad, or is it a fundamental paradigm shift in how software will be developed in the future? How will topics like intellectual property rights, project and process management, and technical support issues fit into the open source puzzle? Next month, Cutter Consortium Senior Consultant Jason Matthews and a cadre of distinguished contributors take on open source to help you decide if broad adoption of this emerging "darling of the IT industry" is imminent or even likely. [ Back to Top ] | ||
Project portfolio management (PPM) is, at its simplest, a process that organizations can use to prioritize where they will invest their scarce resources. There have been many successful applications of PPM in IT, yet many organizations struggle in their attempts to implement the process. Critics claim PPM is an expensive analytical technique that doesn't translate well to the world of IT projects. In which camp does PPM's future lie? In this issue, veteran PPM practitioner Donna Fitzgerald examines the use of PPM in several diverse settings and provides food for thought for proponents and detractors alike. Don't miss this chance to discover what PPM could do for your organization.
