Measuring portfolio strategic performance using key performance indicators

Article Portfolio Management, Methodology, Benefits Realization, Organizational Project Management December 2010

Project Management Journal

Sanchez, Hynuk | Robert, Benoît

How to cite this article:

Sanchez, H. & Robert, B. (2010). Measuring portfolio strategic performance using key performance indicators. Project Management Journal, 41(5), 64–73.
Project managers can use a variety of different techniques to effectively gauge the progress of their projects. But portfolio managers need different tools to gauge the strategic performance of a portfolio of projects. This article examines a dynamic model that can help portfolio managers develop the key strategic performance indicators needed to measure the progress of projects implemented as part of a portfolio of projects. In doing so, it overviews why organizations need a method for tracking the performance of interconnected projects, one that measures how well a portfolio is realizing both benefits and objectives; it looks at the field's literature on techniques for measuring the progression of project portfolios, describing those studies that explore the evolution of the three areas most related to the present study: key performance indicators, critical success factors, and tangible and intangible benefits.
member content locked

Become a PMI member to gain access

or Join

Advertisement

Advertisement

Related Content

  • Article Teams, Organizational Project Management, PM in Academia, Power Skills 1 February 2022

    Project Management Journal

    How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing member content locked

    By Nauman, Shazia | Bhatti, Sabeen Hussain | Imam, Hassan | Khan, Mohammad Saud This research compared how two distinct mediating mechanisms influence the servant leadership–project team performance relationship.

  • Article Change Management, Organizational Project Management, Construction 1 February 2016

    Project Management Journal

    Iterative project processes within temporary multi-organizations in construction member content locked

    By Blois, Michel de | Lizarralde, Gonzalo | De Coninck, Pierre Theory-based studies claim that informal processes interfere with the formal mechanisms and structures of projects in the construction sector. These processes structure and transform…

  • Conference Paper Program Management, Change Management, Portfolio Management 29 October 2013

    Leading change & transition member content open

    By Foss, Eric Leading organizational change and transition must be an integral part of transformation, tightly integrated with all activities. A key element of driving sustainable change is understanding the…

  • Conference Paper Portfolio Management 22 October 2011

    Handle for a handleless portfolio member content open

    By Afieroho, Erovie-oghene U. Most infrastructure capital project portfolio managers are under conflicting pressures over which projects or programs deserve more attention and resources. Often, the allocation of attention and…

  • Article Organizational Project Management May 1999

    PM Network

    Standards member content open

    By Cabanis-Brewin, Jeannette Part of the evolution of a growing profession is the setting of standards, variously defined as benchmarks, criteria, measurements, and touchstones. The establishment of standards has been one of…

Advertisement