Which projects are in the best interest of our company? What is the best use of its existing and future financial and operational capacities? Alternatively, which projects should we stop, suspend or delay in case of sudden economic downturn or change in our strategy? Providing the means to answer those questions more rationally is precisely the objective of project portfolio management (PPM). PPM is the layer that rests on top of all project and program management activities. It is the cockpit of the change-the-business activities. It’s composed of its own set of processes, templates, tools, techniques, roles and responsibilities, which differ from the project and program management processes.
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