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 Project Portfolio Management (PPM) is a term that project managers and project management (PM) organizations use to describe the analysis methodology and management of a group of projects in progress or, alternatively, project proposals based on different key features. These might not have homogeneous features with reference to the project contents, but they are consistent with the strategic logics and with the company and market dynamics.
The main target of the PPM process is to determine the best project sequence and mix to reach the company goals in the best way. Such goals are usually expressed in terms of economic evaluations, business strategies and technical business strategies, customized on management demands or external elements.
The key features are usually used to form the project portfolio. They refer to project costs, to the use of precious or short resources, the expected duration, the investment planning and the interrelation with other projects to be inserted in the same portfolio.
The key aspect in the implementation of an efficient PPM project is to involve the management into the process objectives.
Many organizations are culturally accustomed to using informal methods to take decisions on projects investment, even if the strategic planning activities are already present in the company data flowcharts.
Anyway, such decision-making approach brought many organizations unsatisfying results, requiring a more methodological decision-making process.
A transparent and, above all, strict process, to allocate the current resources (human, financial and material) into the best mix of projects allows a company to achieve its improvements goals.
Such necessity has changed into a “tools and their systems to work” market.
The companies producing EA tools, which are able to map analysis gap projects, had tried to integrate the portfolio management in their environment. The project portfolio management companies, instead, tried to fill the gap integrating the architecture modeling.
A&P Consulting, aware of the gap, has placed the Enterprise Architecture management problem in a coherent and absolutely sustainable scenario, through the integration of different tools.
The Customer can choose which projects to start and why such project might be necessary; what are the goals to be achieved and most of all, what the human and material effort would be to realize the strategy.
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