Evaluating Organizational Readiness for Project Portfolio Management Implementation

Literature Review

Strategy imparts the overarching direction and focus of an organization, articulating strategic objectives and achievement plans (Project Management Institute, 2017). Strategic planning specifies the blueprint for an organization’s project portfolio and is the required input to PPM processes. The goal in linking strategy, project portfolio management, and business execution is developing a realistic plan to achieve strategic objectives (Project Management Institute, 2017). Ensuring allocation of the organization’s scarce resources (people and funds) to the most strategically relevant work is the central principle of project portfolio management. It is not enough for executive leaders to decide to implement project portfolio management. Desiring achievement of strategic realization is understandable, but with PPM comes confrontation of tough questions and organizational circumstances.

PPM implementation could drive significant culture shifts and challenge executives to deploy leadership strategies and manage employee behaviors in ways that do not currently exist in the organizational context. This study aims to investigate how cultural factors and leadership attributes influence organizational readiness for PPM. This study evaluates business competency, organizational culture, and leadership attributes as determinants of organizational readiness for PPM.