ANALYSING ORGANISATIONAL ROBUSTNESS IN THE APPLICATION OF PROJECT PORTFOLIO MANAGEMENT

Project portfolio management (PPM) has become a popular practice 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 semistructured 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.