When economic conditions become more challenging, organisations often have fewer resources to deploy on new business or change projects and programmes, reducing the number of such initiatives they can undertake. However, at such times, the projects and programmes they do invest in are often more critical, since they may be essential to deliver efficiency savings, sustain revenue or improve aspects of performance on which the survival of the organisation can depend. The current turbulent economic conditions appear to have caused increasing adoption of project portfolio management (PPM) by organisations.
This paper explores the use of PPM by organisations during the current turbulent economic conditions. We wished to explore what activities and practices were involved in their approach to PPM and how these practices were influenced by the current economic conditions, and the benefits they were deriving from its use.
