ABSTRACT
This chapter deals with balancing the project portfolio. This process follows on from calculating 'project scores' and improving the portfolio and the underlying management system in a continuous improvement process. Aligning the portfolio primarily involves optimizing the list of selected projects based on project score rankings. The central process responsibility lies with the portfolio manager, whereas strategic accountability lies with the general manager. The portfolio manager is responsible for collecting and preparing the data for decision-making, whereas the portfolio board makes decisions or approves changes. The criteria for portfolio inclusion are also used to assess the value of the portfolio. An alignment and optimization of the portfolio are also a continuous task of project portfolio management that follows the familiar plan–do–check–act cycle. The project landscape of a company is subject to the influence of the dynamics of the environment. Change requests can affect the evolving expected usefulness of projects.
