Mapping Between Artefacts and Portfolio Processes from the PMI Standard for Portfolio Management

Among the decisions that software development organizations need to take is to define which projects should developed, as these are, ultimately, the reason for their existence. This decision is part of a broader decision-making process than the strictly project management efforts of every day, involving aspects that go beyond the limits of a project itself, such as: strategic alignment, economic viability, risks that an organization is willing to assume, the capacity of available resources and the returns that will be achieved. These concerns are within the scope of project portfolio management. The Project Management Institute (PMI) has developed the ‘Standard for Portfolio Management’, whose objective is to propose a strategy for project portfolio management throughout processes. This paper presents the dependencies between all portfolio management process and artefact’s from that PMI standard with Software Process Engineering Metamodel (SPEM).

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