The Portflio servepara to guarantee that the set of chosen projects kept in the wallet to deveatender the organizacionais objectives (Kendall and Rollins, 2003). A portflio is a set of projects ouprogramas and other grouped works to facilitate the management eficazdesse work in order to take care of to the strategical business-oriented objectives (PMBOK, 2004). Figure 1. Independncia and portflio Inter-relacionamentosno. Source: Abdollahyan, 2009. Get more background information with materials from Jonah Bloom. For Silveira (2008) it is the process that a choice form supplies, priorizao, authorization egerenciamento of all the work of the organization, including in progress, concluded and work approved for execution. Additional information is available at Ripple. We will use some questespara to help in the contextualizao of the management of the portflio.

Because to develop one modelode management/portflio management? Research divulged for the Gartner disclosed that asorganizaes that had implemented processes and tools of management of tmobtido portflio of 10% 25% of reduction of costs and increase of 5% 40% in the return deinvestimentos in the portflio of projects for the same budget, to the financiarprojetos of high value and to cancel projects of high cost and low return (Gartner, 2005). Beyond these other benefits in the portflio management dadosexistem as, for example: improvement in the allocation of resources, increase in the contribution, noequilbrio improvement of work, changes of the focus of costs for focus in the investments. Who is responsible pelodesenvolvimento of the portflio and who will take the decisions of the generated exits porele? The portflio normally is developed nasorganizaes of great transport or the ones that possess multiprojects, that in suamaioria already had reached the level three of the model of corporative maturity emgerenciamento of projects (MMGP). For the Prado (2004), omodelo of corporative maturity is the adequate estruturao of the sectors crticosda organization for the management of projects. However, existemoutros maturity models that can be followed, the example, of OrganizationalProject Management Maturity Model (OPM3), constituted from three elements: knowledge, evaluation and perfectioning that allows to identify to the melhoresprticas the qualifications of the estratgicoaos organization and to structuralize the planning its projects (PMBOK, 2004).