Analysing organisational robustness in the application of project portfolio management

Abstract

ENGLISH : Project portfolio management (PPM) has become a popular practice among organisations in effectively driving a collection of projects and/or programmes to align with and meet their strategic objectives. PPM is still considered a new concept, and is in the early days of its implementation. Even the best-performing organisations are still not excelling in executing best practices in PPM. This research reviews the literature on the robustness of portfolio governance controls. A semi-structured technique entailing a questionnaire and qualitative interviews to access best practices was used with a population of PPM professionals from various industries. The paper reviews the impact of higher levels of compliance on a model and/or framework in more mature environments in order to prevent or minimise the influence of external elements such as executive veto on PPM practices.

ARTIKAANS : Projekportefeuljebestuur (PPM) het ’n gewilde praktyk onder organisasies geword om effektief ’n versameling projekte en/of programme te inisieer ten einde hul strategiese doelstellings te belyn en te bereik. PPM word steeds as ’n nuwe konsep beskou en is in die vroeë stadium van implementering. Selfs die organisasies wat die beste presteer, beoefen steeds nie die beste praktyke in PPM nie. Hierdie navorsing ondersoek die literatuur rakende die robuustheid van portefeuljebestuurskontroles. ’n Semi-gestruktureerde vraelys en onderhoud tegniek was gebruik om insae te kry tot die beste praktyje in die industrie. Die navorsingsbevolking het bestaan uit PPM-professionele persone in verskillende industrieë. Die navorsing beoordeel die impak van hoër vlakke van voldoening aan 'n model en/of raamwerk in meer volwasse omgewings en om die invloed van eksterne elemente soos uitvoerende veto op PPM-praktyke te voorkom of te verminder.