chapter  5
Projects as Agents of Strategic Change – Portfolio Management
Pages 38

This chapter builds upon the principle established in Chapter 4 – that if projects are

to be successful agents of business change then their contribution to the organization’s

strategic agenda must be clear. Programme management has helped to provide this

clarity of contribution, but has not been fully successful, so I will recap on some of the

shortcomings of programme management in this regard, then describe the practical

application of a technique that seeks to manage all of an organization’s change projects

and programmes as a portfolio.