Evaluating strategic project and portfolio performance
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Abstract
To assess performance at the portfolio level, it is vital to measure the performance of individual projects and consolidate the measurements in a mathematically meaningful way that reflects the strategic importance of the member projects. Beyond the traditional metrics, obvious questions are how to: (1) derive project strategic performance using traditional performance measurements, (2) synthesise individual project measurements into meaningful strategic performance measurements at the portfolio level, and (3) assess current project and portfolio strategic performance with respect to continued expectation of achieving strategic objectives as they progress through implementation. This article proposes solutions for the first two questions and suggests a means of approaching the third.
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