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.