Sample Paper on Relationship Between Strategy Management System and PPPM


Many companies have experienced problems due to misaligned projects and failing to apply the systematic approach to link PPPM with the company’s business strategy. Implementation of projects, programs, and portfolio requires proper strategy management in order to attain desired goals. To enhance returns on investment, companies should improve their visibility, maximize creation of value, reduce execution risks, and improve on effectiveness. Large companies should embrace the top-down hierarchy of management, where portfolio management takes the top position, followed by program, and then project management (Koontz, H. & Weihrich, H. 2007, 88). Each department should utilize strategic management system to enhance the company’s competitiveness. Companies should endeavor to elevate their portfolio management systems to strategic level, as portfolio management offers value extension and balancing of projects.

Communication and culture should be enhanced to ensure that the three departments are working together in effective manner. Internal strategic communication should be embraced in connecting portfolio, projects to business strategy, as it exerts influence, and contributes to organizational effectiveness (Walker, R. 2011, 314). Leaders should venture into knowledge search on PPPM in order to instill a culture of systematic approach to activities with the company. If managers are expecting changes in their departments, they should come up with new tactics to implement projects and programs.

Organizations should exercise prioritization techniques in selecting essential projects. Leaders should ensure that companies do not initiate too many projects to avoid creating conflict between strategies and programs. Prioritization techniques such as financial analysis, decision tree analysis, and strategic fit, should be utilized to encourage continuous improvement and competitiveness. If possible, streamlining operations throughout the product lifecycle is recommendable to cut on costs, improve quality, and avoid constraints. Thus, the company’s management should conduct research on the appropriate number of projects, which can assist in aligning projects with business strategies. A research is also necessary to enhance innovation.


Strategic management is usually linked with project, program, and portfolio management, and this linkage exists in numerous ways depending on the achievement of goals. The principal aim of PPPM is to ascertain the best combination and series of projects that an organization can undertake to attain its business goals. Strategic management incorporates planning, goal orientation, as well as procedures to guide on project implementation. Organizational strategies are responsible for aligning and driving PPPM, although each part plays a different role in the attainment of strategic goals.  Project management involves achieving explicit deliverables, which support specific organizational goals while portfolio management endeavors to balance contradictory demands that result from programs and projects. Any gap that may exist between strategy development and strategy implementation needs to be closed by PPPM to boost the strategy implementation, as well as projects delivery success rate. The strategic fit of any project portfolio determines the extent at which it can interlink with the company’s business strategy.

The case study for Microsoft offers an appropriate example of how strategic management can be applied together with PPPM to attain the company’s objectives. The company has been able to enhance its control across its local and international offices, hence, improving on decision-making, and aligning portfolio with business strategy. Companies that consider themselves as highly effective in PPPM usually exceed their anticipated goals compared to those that are minimally effective in PPPM. Operational magnitude determines the size, as well as goals of the portfolio.



Koontz, H. & Weihrich, H., 2007. Essentials of management: An international perspective. New Delhi: Tata McGraw-Hill.

Walker, R., 2011. Strategic management communication: For leaders. Australia: South-Western Cengage Learning.