ANALYSING ORGANISATIONAL ROBUSTNESS IN THE APPLICATION OF PROJECT PORTFOLIO MANAGEMENT

Authors

DOI:

https://doi.org/10.7166/35-4-2563

Keywords:

Portfolio management, portfolio governance, project leadership

Abstract

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.

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Author Biography

Danielle Steenkamp, Department of Engineering and Technology Management, University of Pretoria, Pretoria, South Africa

M-Student

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Published

2024-12-13

How to Cite

Bekker, M. C., & Steenkamp, D. (2024). ANALYSING ORGANISATIONAL ROBUSTNESS IN THE APPLICATION OF PROJECT PORTFOLIO MANAGEMENT. The South African Journal of Industrial Engineering, 35(4), 13–26. https://doi.org/10.7166/35-4-2563

Issue

Vol. 35 No. 4 (2024): The South African Journal of Industrial Engineering

Section

General Articles

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