7. The Impact of Project Portfolio

7. The Impact of Project Portfolio Management
Once groups were identified and scores quantified, an analysis of the impact of different
levels of adoption of PPM in organisations was performed.
Level of Adoption vs. Organisational Impact: To verify that the incremental use of PPM
methods has a positive impact in organisations, we studied each groups’ answers to the
questions in the survey’s fourth section and compared them to groups’ average levels of
adoption of PPM previously identified in the cluster analysis. Figure 1 clearly demonstrates a significant positive relationship between the level of adoption and the impact generated.
Four aspects appeared to most organisations as factors of greatest positive impact. First, the return of what should be the first step of any PPM implementation was extremely valued by almost all respondents: 90% of the managers who maintain an inventory of projects claimed that the practice has been responsible for a positive impact. Second, 88% of the respondents who align the project portfolio to a clear statement of the organisation’s objective said that this process has positively impacted their organisation. Among those 52% noted a significant positive impact. Third, the consolidation of information about projects and the standardization of project analysis improved the performance of 89% of the respondents that implemented it. Fourth and finally, among the organisations that explicitly considered project interdependencies, 86% of them stressed the positive return obtained by the process, with 43% claiming significant success.