Cues: How power influences behaviour in project portfolio management

Project portfolio management (PPM) is a dynamic management activity that seeks to align an organisation’s strategy with its portfolio of projects by selecting and delivering a suitable combination of projects. Though PPM processes are often adopted, outcomes vary and poor decisions are common. While there are many reasons why this might occur, we focus on the influence of power on PPM decision making, in particular the effects of indirect power. We examine models of decision making and argue that power shapes context, and provides actors with cues that encourages behaviour in frame appropriate ways. Specific behavioural cues are identified, and the need for further research is made