Business Driven Project Portfolio Management – Conquering the Top 10 Risks that Threaten Success

Book Title:  Business Driven Project Portfolio Management – Conquering the Top 10 Risks that Threaten Success
Author:  Mark Price Perry
Publisher:  J. Ross Publishing
List Price:   $64.95 USD
Format:  Hardcover, 6×9, 300 pages
Publication Date:   March 2011
ISBN:  978-1604270532
Reviewer:  Brenda A. Vandegrift, PMP
Review Date:   March 2012


Introduction to the Book

Business Driven Project Portfolio Management – Conquering the Top 10 Risks that Threaten PPM Success presents the top 10 risks that jeopardize the successful execution of project portfolio management (PPM).  The term PPM is introduced as the methodology used to analyze and collectively manage groups of projects.  The fundamental objective of PPM is recognized as the identification of the best-fit projects for an organization to undertake in support of its goals, objectives, and strategies.  As such, it is not surprising that the first PPM risk presented in Business Driven Portfolio Management is shared vision, mission, goals, and objectives.

For the 10 risks presented in Business Driven Project Portfolio Management, origins of the risk are discussed as well as avoidance techniques and corrective action strategies.  The book provides tools such as processes, models, and surveys as well as “lessons-learned” case studies to assist in the successful implementation of organizational PPM.

Overview of Book’s Structure

Business Driven Project Portfolio Management presents each of the top 10 risks as a chapter.  As the book progresses through the chapters, starting with organizational shared vision, mission, goals, and objectives through sustaining value, the presentation of the risks follows a logical succession reminiscent of a traditional product life-cycle sequence.

Each chapter provides background information as the details of the risk are presented and discussed.  Tools such as processes, models, and surveys are included in support of successful PPM.  For example, PPM Risk #4: “Big Bang vs. Incremental Adoption” tackles the hurdles of change management associated with the implementation of PPM.  Gap analysis and proof of concept are provided as tools or ‘considerations’ available when determining the best PPM roll out strategy for an organization.


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About the Reviewer

Brenda A. Vandegrift

Brenda A. Vandegrift has over twenty (20) years of experience specializing in Program Management and organizational Change Management.  She has led PMO start-up initiatives to successful implementation for Fortune 500 companies, including Ericsson, FedEx, and SAIC. She is currently a PhD candidate in the Project Management Program, A. James Clark School of Engineering, University of Maryland, College Park, Maryland, USA.  Ms. Vandegrift is also certified by the Project Management Institute (PMI) as a Project Management Professional (PMP).  Ms. Vandegrift is a Project Manager for SAIC,  currently leading an enterprise PMO team.  She can be contacted at [email protected].

Editor’s note:  This book review is the result of cooperation between publishers, PM World and the Project Management Center for Excellence at the University of Maryland (www.pm.umd.edu) in the United States.  Publishers provide books; the books are given to graduate students or alumni for review; the reviewer provides a book review in a standard format; the reviews are published in the PM World Journal and PM World Library.  Since reviewers are normally mid-career professionals, they represent the intended audience for most PM books.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].