The International Community for Project Managers (ICPM)

The interaction between projects, programs, and processes within a portfolio can be many and varied; contributing significantly to the challenge of effective portfolio management.  Faulted transitioning of resources and/or outputs from one portfolio component to another can greatly delay the progress of these and other components; diminishing the overall portfolio value potential.  Therefore, it is critically important to identify interrelated resources and outputs and their relationship constraints to enable upfront coordination planning and effective transitioning.

Project Portfolio Management is the missing link between Strategic Performance and Project Management. But how easy is it to just plug PPM in to fill the gap? 

First, management must agree that there is a gap, and then they must agree on what that gap looks like - what are it's measurements so we can tailor a PPM to fit it?

No longer can personnel resources be underutilized in either skill or capacity. Today’s dynamic business environment demands a degree of responsiveness and cost competitiveness that can only be achieved through heightened personnel flexibility and interchangeability. To achieve this requires the building of a foundation of standardized policies and procedures that align personnel resource management practices across the organization.