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Portfolio Managers define Key Performance Indicators and the strategy for their portfolio.\r\n<span style=\"font-style: italic;\">Pipeline Management.</span> Pipeline management involves steps to ensure that an adequate number of project proposals are not generated and not evaluated to determine whether (and how) a set of projects in the portfolio can be executed with finite development resources in a specified time. There are three major sub-components to pipeline management: ideation, work intake processes, and Phase-Gate reviews. Fundamental to pipeline management is the ability to align the decision-making process for estimating and selecting new capital investment projects with the strategic plan.\r\n<span style=\"font-style: italic;\">Resource Manager.</span> The focus on the efficient and effective deployment of an organization’s resources where and when they are needed. These can include financial resources, inventory, human resources, technical skills, production, and design. In addition to project-level resource allocation, users can also model ‘what-if’ resource scenarios, and extend this view across the portfolio.\r\n<span style=\"font-style: italic;\">Change Control.</span> The capture and prioritization of change requests that can include new requirements, features, functions, operational constraints, regulatory demands, and technical enhancements. PPM provides a central repository for these change requests and the ability to match available resources to evolving demand within the financial and operational constraints of individual projects.\r\n<span style=\"font-style: italic;\">Financial Management.</span> With PPM, the Office of Finance can improve their accuracy for estimating and managing the financial resources of a project or group of projects. In addition, the value of projects can be demonstrated in relation to the strategic objectives and priorities of the organization through financial controls and to assess progress through earned value and other project financial techniques.\r\n<span style=\"font-style: italic;\">Risk Management.</span> An analysis of the risk sensitivities residing within each project, as the basis for determining confidence levels across the portfolio. The integration of cost and schedule risk management with techniques for determining contingency and risk response plans, enable organizations to gain an objective view of project uncertainties.","materialsDescription":" <span style=\"font-weight: bold;\">What’s the difference between Project Management and Project Portfolio Management?</span>\r\nProject management is focused on an individual project, making sure it achieves its objectives and adheres to cost schedule baselines and performance standards. 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