Key Finding: Align your portfolio with the organisation strategy to improve satisfaction of project performance around budget, scope, and quality and benefits realisation. Responses in Europe strongly echoed the global picture in that the most important factor in the success of PfM is alignment of the means of managing the portfolio with the organisation strategy. The positive effects of strategic alignment lead to the higher levels of stakeholder satisfaction with project performance around budget, scope, quality and benefits. Key Finding: Apply Prioritization Criteria to improve benefits realization, quality and budget management. Agreed criteria from which to prioritise the portfolio of projects has been a critical factor to be considered within portfolio management. Agreeing criteria improves satisfaction on project performance indicators. In particular it improves satisfaction in the delivery of scope, quality and benefits realization. Key Finding: Conduct Monthly Portfolio Reviews to improve satisfaction with project performance to meet quality standards, deliver to scope and benefits. Performance of the portfolio should be reviewed by all stakeholders to ensure it meets their needs. For respondents who say the performance of their portfolio is reviewed by all stakeholders monthly, there was a positive correlation in regards to the number of projects meeting quality standards, delivering within scope and realising benefits. Where the portfolio is reviewed more frequently than just monthly, each of the five key performance indicators has a positive correlation. This remains consistent with this year’s global survey data. Key Finding: Use Portfolio Management Software and an Enterprise PMO to manage your Portfolio to improve your satisfaction with project performance. Within Europe the use of PfM Software is regarded as a key enabler of Project Portfolio Management. The research concluded that software makes a positive impact on satisfaction regarding project performance, in particular around: budget, scope, quality and benefits realisation. Globally, nearly 70% of respondents who reported using PfM also reported that their Enterprise PMO was responsible for the effort. Results varied by region and sector with private enterprises deploying PfM through their Enterprise PMO at a slightly higher rate and Europe having the lowest level of Enterprise PMO involvement. The portfolio performance levels of respondents whose PfM programs are managed by an Enterprise PMO are consistently twice as high as those whose portfolios are managed by other groups or individuals. This holds true for all indicators of performance. Insights and trends: Current Portfolio, Programme and Project Management Practices 33