Abstract

Creating wider margins and competing in the marketplace require clear priorities. If employees are flailing because management hasn't defined work priorities, the potential for a toxic and wasteful environment climbs by the day. Project portfolio management (PPM), wherever and to whatever extent it finds itself in the organization, brings uncertainty and waste into focus, if not to an end. While PPM is best used across the whole organization and in every aspect of a business, any level of buy-in at any level of the organization means positive gains across the board and a marked increase in consistently delivered quality. The alternative is a sacrifice of quality and a gamble when making delivery such that the assessment of quality is in the hands of the end-use customer.