This conclusion presents some closing thoughts on the concepts covered in the preceding chapters of this book. The book looks at how to adapt a standard project framework to suit different circumstances by ‘tailoring’ the approach for specific needs and documenting this in the business case. It provides gives an insight into the processes, systems, accountabilities and cultures that have been shown to work best but it is impossible to be prescriptive about how it should be implemented in one’s organization. The book talks about the organization which always looked to ‘people problems’ when a process broke down. It explains how business portfolio management is one of the few business processes which senior management take a part in rather than watch from afar. One of the greatest obstacles to the effective implementation of business portfolio management is the corporate culture, with respect to cross-functional accountabilities from top to bottom.