Organisations are constantly under pressure to innovate and grow by successfully executing their business strategies. The ever-increasing rate of change in technology has implications for product lifecycles, cost pressures, expectations of higher quality, and a larger variety of products and services. These trends result in mounting pressures and a huge increase in complexity, as the drivers of technology must be managed to achieve a competitive advantage. Project portfolio management (PPM) is a solution for unravelling the complexities of multi-projects. In theory, PPM assists an organisation to achieve this competitive advantage through implementing its business strategy, balancing its portfolios, maximising value, and ensuring resource adequacy. There is, however, a lack of empirical evidence on the use and success of PPM approaches in South Africa. This article presents a framework that lays the foundation of an empirical study that will aim to explore the link between PPM implementation and company success in achieving strategic objectives. We base our framework on the factors of good practice in PPM, which include 1) single-project-level characteristics and activities; 2) multi-projectlevel characteristics and activities; 3) the link between projects and strategy process; and 4) availability and quality of project information. OPSOMMINGMaatskappye is alewig onder druk om te innoveer en groei deur die besigheid se strategie suksesvol uit te voer. Met die konstante veranderinge in tegnologie is daar implikasies vir die maatskappy in die vorm van produkte se lewensiklusse, koste, verwagtinge van hoër kwaliteit, en groter verskeidenheid produkte en dienste. Die tendense veroorsaak druk en ʼn styging van kompleksiteit om ʼn kompeterende voordeel te behaal. Portefeulje projekbestuur is ʼn oplossing om die kompleksiteit van multi-projekte te ontrafel en om ʼn maatskappy te help om die besigheidstrategie te implementeer, die portefeulje te balanseer, maksimum waarde te behaal, as ook seker te maak daar is genoeg hulpbronne. Daar is ʼn tekort aan empiriese werk oor die gebruik en sukses van portefeulje projek bestuur in Suid Afrika. Hierdie artikel ontwikkel ʼn raamwerk wat as fondasie dien vir ʼn empiriese studie deur die verhouding, tussen portefeulje projekbestuurimplementering en maatskappy sukses faktore te ondersoek. Die basis van die raamwerk sal die volgende faktore van goeie praktyk bevat: 1) enkelprojek-vlak eienskappe en -aktiwiteite; 2) multi-projek-vlak eienskappe en -aktiwiteite; 3) verband tussen projekte en die strategieproses; 4) beskikbaarheid en kwaliteit van projek -informasie.

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