Project Evaluation and Project Portfolios

Abstract

Many organisations are currently experiencing a boom in projects, which stretches their resources to the full. For reasons that are not always clear, there is a tendency to make all problem solving into a project—or at least, to call the solving of the problem a project. Often, this is to do with the fact that many senior managers feel that they face too many big or difficult management decisions. So they delegate them as projects, or they are deliberately vague about the criteria that should be used when deciding to “outsource” an issue from the core organisation to a project.