ABSTRACT
Every project, programme and portfolio should set out to satisfy established strategic objectives. This chapter focuses on delivering organizational strategy has particular relevance and importance in portfolio management. An organizational strategy, of course, is not a beautiful set of PowerPoint slides, but a plan of actions designed to achieve a major or overall aim. Although projects are the basic building blocks of organizational strategy in many companies, project management is not often recognized as a functional strategy and is rarely perceived as a business process, making the achievement of a project management/business strategy alignment even more difficult. The 'emergent' project portfolio approach uses a well-defined process to identify, analyse, evaluate, and collectively manage and proposed projects. This process shall ensure that all projects are in line with the organizational strategy. In the 'rationalist' project portfolio approach, projects or programmes become the vehicle of strategy implementation.
