English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Tools annual

Global: Zendy Free Plan

Global: Zendy Tools monthly

Global: Zendy Plus monthly

Organisations are constantly under pressure to innovate and grow by successfully executing their business strategies. The ever-increasing rate of change in technology has implications for product lifecycles, cost pressures, expectations of higher quality, and a larger variety of products and services. These trends result in mounting pressures and a huge increase in complexity, as the drivers of technology must be managed to achieve a competitive advantage. Project portfolio management (PPM) is a solution for unravelling the complexities of multi-projects. In theory, PPM assists an organisation to achieve this competitive advantage through implementing its business strategy, balancing its portfolios, maximising value, and ensuring resource adequacy. There is, however, a lack of empirical evidence on the use and success of PPM approaches in South Africa. This article presents a framework that lays the foundation of an empirical study that will aim to explore the link between PPM implementation and company success in achieving strategic objectives. We base our framework on the factors of good practice in PPM, which include 1) single-project-level characteristics and activities; 2) multi-project- level characteristics and activities; 3) the link between projects and strategy process; and 4) availability and quality of project information

EXPLORING THE LINK BETWEEN PPM IMPLEMENTATION AND COMPANY SUCCESS IN ACHIEVING STRATEGIC GOALS: AN EMPIRICAL FRAMEWORK