This Guest paper was submitted for publication and is Copyright Harvey A. Levine © 2005.
It is based on material in his latest book: Project Portfolio Management, A Practical Guide to Selecting Projects, Managing Portfolios, and Maximizing Benefits, Jossey-Bass, July 2005.
Published here November 2005.

Introduction | Not Any More | The Emergence of Project Portfolio Management
Bridging the Gap Between Operations Management and Projects Management
The Traditional Organization 
Bridging the Gap Between Portfolio Planning and Portfolio Management
The Role of the Governance Council | The Project Portfolio Life Span
Project Portfolio Management as a HUB | The Last Word

The Role of the Governance Council

Both the Projects and Operations side of the enterprise must be represented via some type of structure. For projects, a common structure is the Project Management Office (PMO). A similar structure is needed to represent the interests of the operations side of the business.

In PPM, this has taken the form of the Governance Council (GC) or something similar in nature. In the Information Technology area, we often see this referred to as IT Governance. The GC consists of senior-level representatives of the COO, CFO, CIO, etc.

It is the GC that makes the final decisions on content of the portfolio, usually acting on recommendations and data furnished by the PMO. The bridge, which we talked about earlier, is essentially a bridge between the PMO and the GC. This consists of processes and relationships that facilitate their joint participation in the prioritization and selection (and de-selection) of projects and in the management of the portfolio.

***  Bridging the Gap Between Portfolio Planning and Portfolio Management

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