Based on a survey, we developed a new framework of PPM adoption and identified groups
of organisations at different stages of the adoption of PPM. We also correlated the PPM
adoption level to the benefits the organisations perceived and to the level of problems they
face in managing their projects. We used an approach similar to the one adopted by Ibbs
and Regato [22], who showed that there is a positive relation between the level of adoption
of project management techniques and improvements in cost and schedule performance in
projects. We extended this methodology to PPM. The aim of the research is to investigate
the extent to which organisations view their internal projects as discrete projects or as a
coherent portfolio of investments, and the value they get from taking this perspective. We
examined two hypotheses:
Hypothesis 1 The adoption level of PPM processes and techniques varies across
organisations, allowing for classification of organisations according to their level of
adoption. In addition, the PPM processes and techniques adopted by organisations having a higher adoption level are supersets in that they comprise the processes and
techniques also adopted by organisations in lower categories, but also include more
enhanced processes and methods.
Hypothesis 2 Higher adoption levels of PPM methods and techniques results in fewer
project related problems, and increased value gained from information technology
projects.