Description
Book SynopsisPortfolio management consists mainly of making decisions about which initiatives to undertake, which initiatives not to pursue, and which resources are to be allocated to which portfolio component. At least, that's how it is most commonly presented in textbooks and courses. Indeed, it is all of that, but it is also so much more.
Portfolio management is, of course, about making these decisions, but, more accurately, it is about making them with the goal of creating value for an organization's wide population of stakeholders, both internal and external. This value is not only expressed in financial terms but also in social terms. The portfolio should create value for all stakeholders, who thereby support the portfolio organization and enable it to sustain itself.
Portfolio management is about the realization of strategic vision, achieving a purpose, and developing an intelligent way of using resources to benefit stakeholders. This requires the ability to fi
Table of Contents
Dedication
Contents
List of Figures
Foreword
Acknowledgments
About the Author
Chapter 1 Introduction
Chapter 2 Context of Portfolio Management
Chapter 3 The First Pillar: Organizational Agility
Chapter 4 The Second Pillar: Your Organization’s Strategy
Chapter 5 The Third Pillar: Risk
Chapter 6 The Fourth Pillar: Resource Demand Planning
Chapter 7 Managing Your Portfolio
Chapter 8 Evolution and Future Developments in Portfolio Management
Chapter 9 Conclusion
Lexicon
References
Index
