Abstract
Project portfolio management ensures a hierarchy of purpose and effective prioritization of projects in achieving organization’s strategic objectives. This study argues that the lack of discipline ...
Highlights
Project portfolio management (PPM) is recognized as a breakthrough and biggest leap in the project management discipline since the development of PERT and CPM in the late 1950s (Levine, 2005)
Using a survey-based sample in a crosscountry context, this study empirically examined the impact of potential factors such as transformational leadership, portfolio governance and strategic innovation orientation to determine success in information and communications technology (ICT) project portfolios
This study proposes that CEO transformational leadership, portfolio governance and strategic innovation orientation (SIO) can provide significant cues in explaining project portfolio success
Summary
Project portfolio management (PPM) is recognized as a breakthrough and biggest leap in the project management discipline since the development of PERT and CPM in the late 1950s (Levine, 2005). Sixty percent of the organizations use portfolio structures to manage their projects with greater visibility, whereas high-performing firms recognize PPM as a competitive strategy to turn their strategic intentions into realities (KPMG, 2017). In order to ensure that individual projects deliver to the fundamental demand of their business impact, parent organizations require PPM systems to effectively achieve strategic alignment of their projects (Hristova & Müller, 2009; Kock & Gemünden, 2019; Kopmann, Kock, Killen, & Gemünden, 2017). PPM facilitates in moving closer to zero project failures in an increasingly competitive and agility driven project organization (Levine, 2005)
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