Reoffending and Desistange among Prisoners in Zambia

A book presented on a suggested improvement to professional practice in project management specifically in the public sector. Methods known collectively as Project Portfolio Management (PPM) are becoming established in both practice and the literature as a tool for prioritizing and managing multiple projects at the enterprise level, especially in large private sector organizations. However, practitioners often assert anecdotally that this method, currently dominated by financially-oriented measures, is cumbersome and complicated. While this approach may create a financially efficient portfolio, financial measures alone cannot adequately address the issue of strategic trade-offs implicit whenever an executive must prioritize and manage multiple projects under conditions of strategic uncertainty and scarce resources. Still, as a default position, most organizations turn to financially-oriented measures and associated scoring models as the primary filtering mechanism to select a portfolio of projects to execute. While this may be an acceptable but still incomplete set of criteria for the private sector, it is inappropriate by definition to adopt a method predicated on profit.