Identification

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In this context it figures of the PMO, that is, office of portflio management (PortflioManagement Office) will have cash paper in the establishment of criteria depriorizao and election and auditorship to generate subsidies for the taking dedecises. In which, it fits directly to the executives or the high direction daorganizao the decisions of authorization, priorizao or mitigao of projetosque are not fit in the mission of the organization, exactly with the forecast of retornode investments. If revisoregular of projects of the portflio if becoming a organizacional norm, then oconjunto of projects continuously will be lined up the organizacional mission (Parviz and Ginger, 2007). How to develop the portflio management? For DiTullio (2007), one of the models more simplified than it can serencontrado in literatures is the development of a process that congregates trsetapas: Identification, Priorizao and Seleo. The identification is a standardized form and concisade to identify the initiatives that better hold the corporative goals, normally is the individual evaluation of each project. Priorizao is the phase emque the analyzed initiatives will be observed those that can englobar strategical oalinhamento, the risks, the interdependent availability of resources, osrelacionamentos and the levels of efforts in the work, good comoas strategical consideraes with the internal and external environment.

Finally seleodefine the global wallet of portflio that constantly will be submitted aconfrontaes with new initiatives, changes and the planning estratgicodo business (DiTullio, 2007). Although esofisticados exist other more complex models, the process of portflio development must simple eobjetivo involving to all departments mainly the executives oua high direction of the organization, therefore, these need clear information eprecisas for the taking of decisions. Where if they apply odesenvolvimento of portflio of projects? Where areas? To the measure that the abrangncia of the portflio management of projects foraumentada will have resulted greaters. The portflio management never to iratuar selecting projects of an only area, but yes, carrying through umbalanceamento of the projects and areas that compose the organization, as demonstraa table 1.

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