Evaluating Organizational Readiness for Project Portfolio Management Implementation

Abstract

This study explores how business competency, organizational culture, and leadership attributes influence organizational readiness for Project Portfolio Management (PPM) implementation. Facets of PPM performance domains related to business competency illustrate the underlying functions required to engage PPM effectively. Investigating cultural considerations, including employee motivation and interpersonal communication, underscores the importance of these factors when approaching organizational change. The study highlights the most critical characteristics of transformational and authentic leadership for organizational readiness for PPM implementation. A case-based autoethnographic methodology is a qualitative method for data analysis. The analysis enables researchers to apply personal perspective and experience to bring real-life context to the study by providing a case for evaluation. Based on the extant literature and case review, this study asserts a set of prerequisites and supporting functions to evaluate organizational readiness for PPM implementation.