Contents -- Acknowledgments xiii -- 1 Introduction 1 -- 1.1 Project portfolio management, project management, and line management 4 -- 1.2 The project portfolio 5 -- 1.3 The project office 6 -- 1.4 Summary 12 -- 2 The multiproject challenge 17 -- 2.1 Introduction 17 -- 2.2 The multiproject environment 21 -- 2.3 Self-fulfilling prophecies 22 -- 2.4 Common responses to project delays 23 -- 2.5 Summary 41 -- 3 The project office 45 -- 3.1 The PO context 46 -- 3.2 PO information structures 48 -- 3.3 PO processes 50 -- 3.4 PO roles 70 -- 3.5 Relationships among the PO, the line functions, the project sponsors, and other project stakeholders 75 -- 3.6 Summary 75 -- 4 Processes 81 -- 4.1 PO process definitions 82 -- 4.2 Summary 106 -- 5 Tools 111 -- 5.1 Information needs 112 -- 5.2 Characteristics of a PO information system 113 -- 5.3 Functionality of a PO information system 114 -- 5.4 Commercial tools 124 -- 5.5 Summary 128 -- 6 Balancing the project portfolio 129 -- 6.1 Introduction 129 -- 6.2 Project formulation 131 -- 6.3 Portfolio balancing 146 -- 6.4 Net present value and the gated project approach 160 -- 6.5 Real options 167 -- 6.6 Summary 169 -- 7 Quantitative management 171 -- 7.1 Measurement fundamentals 173 -- 7.2 Using metrics 187 -- 7.3 Selecting metrics 192 -- 7.4 Summary 201 -- 8 Deploying the project office 205 -- 8.1 Layers of change 205 -- 8.2 Where to start 213 -- 8.3 Incremental deployment 215 -- 8.4 Maturity models 217 -- 8.5 Communication strategy 218 -- 8.6 Limiting bureaucracy 223 -- 8.7 The need for the line function: How much project 8.7 management is enough? 224 -- 8.8 Summary 225.