This paper was received for publication by email from stephen.rietiker@
ch.ibm.com
3/5/07.
It is copyright to Stephen Rietiker, 2007.
Published here July 2007.

Introduction | Reality Check | Pros and Cons of the PMI Standard 
A Vital Omission | A Broader View of PPM Processes | Key Points
Next Steps - Finalizing the Processes

Next Steps - Finalizing the Processes

By January 2007, the processes were ready for piloting. In late April, we sent an invitation to review a generalized "exposure draft" to registered members of the KEY-9 community. After consolidation of feedback from pilot and from community members, a final version of the processes will be made available on www.KEY-9.com.

Closing Statement

We agree with a statement by the Canadian project management expert Max Wideman from 2005: "It is evident that much work still needs to be done before project portfolio management can be categorized as a complete and solidly based function."[11] But every step towards that end, such as the Project Portfolio Governance Guidelines issued by the Association of Project Management, is a step in the right direction."[12] Also PMI's Standard for Portfolio Management is a step towards that end, and we are confident that this will also be the case for the PPM process model introduced in this article.

Key Points  Key Points
.

11. See http://www.maxwideman.com/papers/governance/view.htm
12. R. Max Wideman: Project Portfolio Governance Guidelines (But are they complete?) - A review and commentary of a recent publication "Directing Change", by the Association of Project Management, UK, 2004, Vancouver, Canada, 6/2005, P. 8. The document can be accessed from http://www.maxwideman.com/papers/governance/governance.pdf (site accessed February 21, 2007)
 
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