Exploring the Link Between PPM Implementation and Company Success in Achieving Strategic Goals: An Empirical Framework

Abstract

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.

The PMO as Performance Driver for Non-Profit Organizations – From Operational Data to Strategic Goals

“…When looking at the recent research (last 10 years) on the factors that can impact the performance of non-profit organizations, we noticed that there is no consensus among authors on how to measure the performance of an NGO (Boateng et In regards the measurement of performance, it also can be taken from several different perspectives and those measurements might be focused on the tangible outcomes produced by an organization (Correani et al, 2020;Golini et al, 2015), as well as on the non-tangible ones (de Waal, 2017; Oosthuizen et al, 2016;Zhu et al, 2016). Many internal organizational structures, such as finance department, technology, and general management boards, can provide their contribute to the performance of an organization as demonstrated by ( ).…”

Dynamic Portfolio Selection in Gas Transmission Projects Considering Sustainable Strategic Alignment and Project Interdependencies through Value Analysis

“…The main reason for this gap seems to be that strategy implementation is more case-dependent than strategy formulation. Literature states that project portfolio management bridges the distinction between the formulation and implementation of strategy [13,21]. To build a portfolio optimization method, selecting the evaluation criteria that support the organization's strategic energy goals is substantial [22].…”

Relationship between project governance, project portfolio and best practices in an energy transmission company

“…This technique has become relevant over the years, being a fundamental competence to conduct multiple projects simultaneously (Kock & Gemünden, 2019). In the literature, portfolio management is established as the application of practices and tools for the collective management of projects in order to execute an organization's global strategy through the link between projects, programs and portfolio (Patanakul, 2015;Petro & Gardiner, 2015;Oosthuizen et al, 2016;Kock & Gemünden, 2019;Müller et al, 2019;Martinsuo & Geraldi, 2020).…”

“…Many authors indicate practices for managing projects, programs and portfolios that comprise routine management activities established through conceptual models, processes and procedures (Oliveira et al, 2017;Clegg et al, 2018;Müller et al, 2019). For Oosthuizen et al (2016) and Clegg et al (2018), one of the greatest benefits of a project, program and portfolio management system at the organizational level, when well implemented, is to provide accurate information about projects and objectives to support decision-making by governance.…”