This weeks Learning Resources present several approaches to project portfolio management. They include an overall framework, major components, and processes suggested as best practices for managing project portfolios. As organizations consider adopting project portfolio management, it is important that they choose an approach that will best meet their needs given the nature of their business and long-term strategic goals. Some organizations may use an established method as a model for internally developing an approach while others may prefer to use an established method as-is. In some cases, the best option may be to select an established method and tailor it to fit the organization. For this Discussion: What is the central tenet of project portfolio management? Which of the methods presented in this weeks Learning Resources do you think best support the intent of project portfolio management? Explain. What are the similarities and differences among the methods? Are there any significant differences among the methods? If so, what are they and how might an organization view them when selecting a method? If not, why not? Which of the methods might best fit a small business? A large multi-national organization? Explain. Which of the methods appear to be most adaptable to tailoring to meet the needs of a specific organization? Explain. Project Management Institute. (2017). The Standard for Portfolio Management. Fourth edition. Newtown Square, PA: Author. Chapter 2, Portfolio Life Cycle Section 2.3: Ongoing Life Cycle This section of Chapter 2 provides an overview of the four stages of the portfolio life cycle. Chapter 1.11, Other Roles in Portfolio Management Section 1.11.2: Portfolio Governance Body Section 1.11.3: Portfolio, Program, and/or Project Management Office These sections of Chapter 1 provide an overview of the functions provided by a PMO and its relationship to the portfolio management governance structure.