Abstract
Software projects are no longer managed in isolation, but as a core business activity increasingly exposed to a high-level of rigor and responsibility. In this context, portfolio management efforts should be adopted in order to meet the organization’s strategic goals. The Project Management Institute (PMI) has developed the ‘Standard for Portfolio Management’, whose objective is to propose a strategy for project portfolio management through processes. An efficient adoption of this PMI standard to manage projects in software development companies benefits from a thoroughly understanding of the existing dependencies among all portfolio management process. This paper presents the dependencies among all portfolio management process from the standard for portfolio management from PMI. The presented dependencies were identified by performing a systematic analysis of the process groups and knowledge areas of the PMI standard.
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