Risk management in project portfolios
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This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. Project portfolio management (PPM) is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives. <ref name="PPM"> Blichfeldt & Eskerod, 2008; Project Management Institute, 2008b </ref> | This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. Project portfolio management (PPM) is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives. <ref name="PPM"> Blichfeldt & Eskerod, 2008; Project Management Institute, 2008b </ref> | ||
| − | It has been widely accepted that [[ | + | It has been widely accepted that [[Risk Management]] is an important part of [[Project Management]]. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities <ref name=”Petit12”>Petit. ”Project portfolios in dynamic environments: Organizing for uncertainty.” International Journal of Project Management, 539-553 (2012)</ref> |
Revision as of 14:35, 23 November 2014
This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. Project portfolio management (PPM) is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives. [1] It has been widely accepted that Risk Management is an important part of Project Management. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities [2]
