This study examines the impact of organizational culture on the effectiveness of Project Portfolio Management (PPM) practices. Organizational culture influences employee behavior and their way of working by providing a conducive work environment. Thus, managers are able to delegate better while ensuring a balanced workload, collaborative team efforts, and prudent resource allocation to achieve desired project portfolio deliverables. By shaping practices and values, a supportive culture enables efficient task performance, effective delegation, teamwork, and resource allocation toward project goals. Conducted with 35 individuals in a healthcare organization’s data and digital unit in New Zealand, the study used convenience sampling and email surveys. Regression analysis was performed in IBM SPSS Statistics to test the research hypothesis. Findings suggest that supportive organizational culture significantly enhances PPM execution and informs policy-making for improved PPM practices. This study facilitates directors, strategists, and managers in taking steps to form a culture that ensures effective execution of PPM practices to achieve better results. Future research could explore this topic with larger samples and alternative methodologies to deepen insights into culture’s role in PPM effectiveness.

The main issue for portfolio managers is to find a feasible schedule that guarantees the availability of the resources required by the activities at the dates they are scheduled, which is the classical objective of the Resource-Constrained Multi-Project Scheduling Problem (RCMPSP). This paper goes one step further and presents an algorithm that solves the RCMPSP where each project has a different priority for the organization. With this information, the algorithm uses a market-based mechanism to determine what activities should receive preferential treatment during the scheduling process. Therefore, among the multiple possible schedules that comply with the resource constraints (i.e. the solution provided by classical approaches to RCMPSP), our approach allows obtaining a schedule for the portfolio in which, beyond minimizing the duration of the portfolio, the activities are scheduled considering the portfolio manager’s priorities.

Projects are essential mediums for businesses, organizations and industries to reach their strategic goal, however managing multiple projects simultaneously is a complex task. There have been a number of studies conducted on developing and introducing frameworks and models to help optimize project portfolio management. This study aims to identify these frameworks and analyze them to gain an understanding of the core components of these frameworks and to introduce the recent models and approaches used to optimize project portfolios. The methodology followed the guidelines of systematic literature reviews, by identifying a substantial number of papers, screening them and analyzing them until the research goals were met. The findings included 46 of relevant articles proposing models in project portfolio context, the data of the articles were recorded and presented and the models proposed were analyzed. Bibliographical findings were provided and by analyzing the models their core components were identified and using the core components a figure presenting the key components was illustrated.