Project portfolio management (PPM) has since the 1950s offered principles helping us to act in PPM-related situations. In this study, the author(s) consolidated the knowledge accumulated over seven decades of PPM research. By reviewing this extensive body of work, they have identified 17 PPM principles grouped into four distinct categories. These principles have significantly shaped how organizations understand PPM.
To facilitate practical implementation, they developed a framework that allows organizations to evaluate their adherence to these 17 PPM principles. This framework serves as a valuable tool for organizations, enabling them to identify areas where improvements can be made, thereby enhancing their PPM practices.
Additionally, the authors critically examine the limitations of the identified principles and their underlying assumptions. Recognizing the evolving needs of future organizations, they propose a pathway for the development of new PPM principles. This path aims to ensure that PPM principles remain relevant and effective in meeting the demands of organizations in the future.
As a result of this research, the authors of this PMJ article contributed to the advancement of PPM knowledge and provide practitioners with practical insights that can be applied in real-world contexts. These findings and framework serve as valuable resources for practitioners in their pursuit of successful project portfolio management.
After the presentation, the participants will be able to:
Define Project Portfolio Management (PPM).
Identify the 17 PPM principles.
Understand the four categories of PPM principles.
Assess their organization's adherence to PPM principles.
Explore the underlying assumptions and limitations of current PPM principles.
"The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man."
