SciELO - Scientific Electronic Library Online

vol.21 issue1Proposed business process improvement model with integrated customer experience managementDevelopment of a project management methodology for the consulting engineering industry author indexsubject indexarticles search
Home Pagealphabetic serial listing  

Services on Demand



Related links

  • On index processCited by Google
  • On index processSimilars in Google


South African Journal of Industrial Engineering

On-line version ISSN 2224-7890
Print version ISSN 1012-277X

S. Afr. J. Ind. Eng. vol.21 n.1 Pretoria  2010




Linking projects to business strategy through project portfolio management



A.J. BuysI; M.J. StanderII

IGraduate School of Technology Management, University of Pretoria, South Africa,
IIGraduate School of Technology Management, University of Pretoria,




In many organisations, a chasm exists between the development of strategy and its successful implementation. Failure to cross this chasm may ultimately result in strategy failure and the loss of competitive advantage, profits, and employment. Project Portfolio Management (PPM) is theorised as a management methodology that links a portfolio of projects to the business strategy. However, current literature lacks empirical evidence of the levels of employment, functionality, and success of the Project Portfolio Management approach in South Africa. A survey of respondents in 32 technology organisations was used to analyze the reasons for the following: strategy implementation and project delivery failure in South African technology organisations; the South African situation regarding the chasm that exists in many organisations between strategy development and successful strategy implementation; and the extent to which - and with what success - Project Portfolio Management is employed in South African technology organisations.


In baie organisasies bestaan daar 'n gaping tussen strategie-ontwikkeling en suksesvolle strategie-implementering. Die onvermoë om die gaping te oorbrug sal uiteindelik lei tot strategiefaling en die verlies van mededingende voordeel, winste, en werksgeleenthede. Projekportefeuljebestuur (PPB) word voorgehou as 'n bestuursmetodologie wat 'n portefeulje van projekte koppel aan die besigheidstrategie. Bestaande literatuur gaan egter mank aan empiriese bewyse ten opsigte van die vlakke van indiensneming, funksionaliteit, en sukses van die Projekportefeuljebestuursbenadering in Suid-Afrika. 'n Opname van respondente in 32 tegnologie-organisasies is gebruik om die volgende aspekte te ondersoek: die redes vir falings in strategie-implementering en projekaflewering in Suid-Afrikaanse tegnologie-organisasies; die Suid-Afrikaanse situasie rakende die gaping wat bestaan tussen strategie-ontwikkeling en suksesvolle strategie-implementering; en die mate waartoe en met watter mate van sukses Projekportefeuljebestuur in Suid-Afrikaanse tegnologie-organisasies gebruik word.



“Full text available only in PDF format”




[1] Martinelli, R. & Waddell, J. 2005. Aligning program management to business strategy., visited on 8 March 2006.         [ Links ]

[2] Babich, P. 1995. Why strategic plans fail. Total Quality Engineering Inc., visited on 8 March 2006.         [ Links ]

[3] Dietrich, P. & Lehtonen, P. 2005. Successful management of strategic intentions through multiple projects: Reflections from empirical study. International Journal of Project Management 23:386-391.         [ Links ]

[4] Knutson, J. 2003. Aligning strategic planning with project management. PM Network, Vol. 17, No. 4:66.         [ Links ]

[5] Grundy, T. 1998. Strategy implementation and project management. International Journal of Project Management, 16 (1): 43-50.         [ Links ]

[6] Diab, P. 1998. Strategic Planning+Project Management=Competitive Advantage. PM Network, Vol. 12, No. 7:25-28.         [ Links ]

[7] Pellegrinelli, A. 1997. Programme management: Organising project-based change, International Journal of Project Management, 15 (3): 141-149.         [ Links ]

[8] Cleland, D. & King, W. (eds) 1988. The project management handbook, 2nd edition. New York: Van Nostrand Reinhold.         [ Links ]

[9] Artto K., Martinsuo M. & Aalto T. 2001. Project portfolio management: Strategic management through projects, Project Management Association Finland, Helsinki, Finland.         [ Links ]

[10] Cooper, R., Edgett, S. & Kleinschmidt, E. 1997. Portfolio management in new product development: Lessons from the leaders I. Research Technology Management 40 (5) 16-28.         [ Links ]

[11] Morris, P. & Pinto, J. K. 2007. The Wiley guide to project, program, and portfolio management, John Wiley & Sons.         [ Links ]

[12] Kendall, G. I. & Rollins, S. C. 2003. Advanced project portfolio management and the PMO. J. Ross Publishing, Inc: Florida.         [ Links ]

[13] Ciliberti, R. 2005. Using Project Portfolio Management to improve business value., visited on 8 March 2006.         [ Links ]

[14] Greer, M. 2006. What's Project Portfolio Management (PPM) & why should project managers care about it?, visited on 9 March 2006.         [ Links ]

[15] Center for Business Practices. 2006 Project Portfolio Management: A benchmark of current business practices,, visited on 10 March 2006.         [ Links ]

[16] Williams, D. & Parr, T. 2004. Enterprise Programme Management: Delivering value. Palgrave Macmillan: New York.         [ Links ]



* Corresponding author
1 This author was enrolled for an MEng (Project Management) degree at the Graduate School of Technology Management, University of Pretoria.

Creative Commons License All the contents of this journal, except where otherwise noted, is licensed under a Creative Commons Attribution License