Strategic project portfolio management in Higher Education Institutions

Abstract

This paper looks at how Strategic Project Portfolio Management (SPPM) can be used to improve the performance and strategic focus of higher learning institutions. The study is mixed-method since it will utilize the survey of academic administrators and project managers on a structured survey, as well as examine the institutional strategic plans on a documental basis. The quantitative data were examined with the help of descriptive statistics and correlation analysis, and the qualitative insights were applied to put the results into perspective. The findings are that the occurrence of strategic alignment, enhancing resource use, and monitoring of the outcomes of projects is more evident in HEIs that have formalized portfolio management frameworks. On the other hand, organizations with unorganized portfolio practices suffer the effects of overlaps in projects, overruns, and lack strong connection between projects and institutional strategy. The research adds to the existing body of literature on project management in higher education because it shows that SPPM is an important governance mechanism and not merely an operational tool. At the end of the paper, policy recommendations are provided to entrench SPPM in the governance framework of HEIs in an effort to foster sustainable development of the institution.