Adding value under new vision of portfolio management

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Reference no: EM1337227

At any given time, most organizations have at least one project (and typically many projects) started, just finishing, or in the pipeline. When a firm decides to implement PPM into its way of managing projects, one of the first questions that comes to mind is what will happen to those projects already in progress and/or in the pipeline?

Imagine you are the one in charge of implementing the PPM for your firm, and one of the project managers comes to you and asks, "What will happen to those projects already in process and/or in the pipeline?" What research would you do in order to respond effectively? Whose advice would you seek regarding the pipeline projects? How would you evaluate them to see if they add value under your new "vision" of portfolio management?

Reference no: EM1337227

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