Introduction
This chapter discusses a decision-making model for portfolio management (PfM) and is based on a response to findings from an investigation into the practice of PfM in various organizations. The key finding that motivated this chapter and the need for a model for decision making in PfM was the fact that many organizations lacked a clear approach when deciding which portfolio components to terminate, fast track, or put on hold during the course of managing the portfolio. Some organizations take the easy route and trim budgets across all portfolio components by a specified percentage in order to make the affordability constraints. Other organizations cancel portfolio components on the basis that ...
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