Many organizations can improve their approach to portfolio management and deliver more value as a result.

Many organizations struggle with keeping their project portfolio under control.

Typical issues faced by organizations include:

• Too many projects running at the same time that do not deliver because of a lack of focus
• Strategic objectives that are not supported by a project or program
• Investments in a project or program that are not supported by a strategic objective

To overcome these challenges, portfolio management needs to be embraced by organizations to achieve three main objectives:

1. Strengthen the strategic alignment of programs and projects to prevent initiatives being undertaken that do not support the enterprise strategy.
2. Enhance the overall economic value of the portfolio to get the optimal return on investment, focusing on tangible business benefits of programs and projects.
3. Enhance executive decision making on programs and projects based on company-specific criteria, including:
   • How does the initiative fit in the defined enterprise architecture?
   • How do risks and interdependencies come into play?
   • How does the organization deal with compliance initiatives?

Such a triangulated approach enables organizations to ensure optimal value creation from their investments in programs and projects.

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