Analysis of Project Portfolio Selection Models

Project Portfolio Management is more about managing multiple projects simultaneously. The Sarbanes-Oxley Act of 2002 calls for high examination of corporate activities, and greater transparency and truthfulness in the reporting of corporate capital transactions. PPM supplies the justification for large project investments and the precision of knowing exactly where those investments are flowing within the company. Therefore, many companies have promoted the decision of portfolio management to the executive level to improve accountability. PPM offers an activity summary, an effective means of communication, and a lucid methodology based on the company goals and culture. However, there are various advantages and disadvantages to PPM coupled with the constraints of traversing through the project selection framework. This paper will present and compare/contrast four models on the project portfolio management process