Portfolio ManagementPavan Kumar Mantha1* and Srinivasa Rao M2
- *Corresponding Asuthor:
- Pavan Kumar M, MBA
Jawaharlal Nehru Technological University, Hyderabad, Telangana, India
E-mail: [email protected]
Received date: April 21, 2015; Accepted date: May 01, 2015; Published date: May 08, 2015
Citation: Mantha PK, Srinivasa Rao M (2015) Portfolio Management. J Account Mark 4:130. doi:10.4172/2168-9601.1000130
Copyright: © 2015 Mantha PK, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Portfolio Management is used to select a portfolio of new product development projects to achieve the following goals: Maximize the profitability or value of the portfolio, Provide balance, Support the strategy of the enterprise. Portfolio Management is the responsibility of the senior management team of an organization or business unit. This team, which might be called the Product Committee, meets regularly to manage the product pipeline and make decisions about the product portfolio. Often, this is the same group that conducts the stage-gate reviews in the organization. A logical starting point is to create a product strategy - markets, customers, products, strategy approach, competitive emphasis, etc. The second step is to understand the budget or resources available to balance the portfolio against. Third, each project must be assessed for profitability (rewards), investment requirements (resources), risks, and other appropriate factors. The weighting of the goals in making decisions about products varies from company. But organizations must balance these goals: risk vs. profitability, new products vs. improvements, strategy fit vs. reward, market vs. product line, long-term vs. short-term. Several types of techniques have been used to support the portfolio management process: Heuristic models, Scoring techniques, Visual or mapping techniques. The earliest Portfolio Management techniques optimized projects’ profitability or financial returns using heuristic or mathematical models. However, this approach paid little attention to balance or aligning the portfolio to the organization’s strategy. Scoring techniques weight and score criteria to take into account investment requirements, profitability, risk and strategic alignment. The shortcoming with this approach can be an over emphasis on financial measures and an inability to optimize the mix of projects.