Project portfolio management (PPM) is a disciplined approach to objectively analyze potential investments, some requiring shared resources, against a common set of criteria so that a company can pick the right things to do. In automotive, PPM helps the product development team and management understand the interdependencies between development projects with shared platforms, which facilitates on-time product delivery. Use PPM when a company is changing core processes, suggests David Boghossian, founder of PowerSteering Software, for those "special projects that are out of the realm of standard day-to-day execution." Those standard projects usually fall under the bailiwick of manufacturing execution system and enterprise resource planning. Evaluating projects for conformance to business ...
Commercial real estate functions serving the retail and service industries were one of the first business sectors to adopt Geographic Information System (GIS)-based technologies in the early 1990s. GIS was seen as an obvious decision support tool to handle, manage, and analyze data related to real estate portfolios across functions, such as site planning, asset management, and market analysis. Integration of GIS technology into corporate managerial practices takes time. Adoption that begins a path to successful integration often requires a system champion(s). Those corporate innovators have a vision of how GIS can benefit the business enterprise, along with the ability to sell the concept within the organization. While many GIS implementations are simply a case of taking GIS out-of-the ...
We examine portfolio asset management under safety constraints that control the probability that the portfolio return falls under a given reference level. We extend previous results of Roy (1952) and Kataoka (1963) that have been proved in a one-period setting to both multiperiod discrete-time and continuous-time models. Basic examples illustrate the results.
In today's global marketplace, where performance management and corporate governance are reshaping the way organizations operate and compete, possessing a big-picture, portfolio-level view of an organization's projects is no longer a luxury - it is a necessity for organizational survival. This article examines the current generation of project portfolio management (PPM) software, discussing the capabilities and processes that these systems (geared towards the technical and non-technical user alike) offer and the ways that these capabilities can help organizations make project decisions and manage their projects more effectively and efficiently, capabilities that can also help companies govern their operations according with their government's corporate financial reporting regulations, s...
The aim of this paper is to analyze the impact that recent changes in companies strategies (they refocused on their basic activities and they internationalized them) can have on their market value. Through that analysis, we intend to establish a suitable logic that could be adapted to portfolio management. This logic has to do with the first level of the top-down approach: it confronts multisector allocation to the exchange rate effects affecting company's market value. In the first part, we detail the basis of this three dimensional logic. In the second part, we provide an empirical analysis of the French stock market behaviour between 1994 and 2004. Our analysis highlights the three-dimensional aspects of the pricing of French equities: (1) by confronting the position of the different...
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