Case study 4: Portfolio management office.
You have recently assigned as the PMO director of a textile company (called “Sust-viable”)
whose headquarters are located in Spain. Sust-viable designs, manufactures and commercializes
clothes made up of sustainable raw materials through a sustainable manufacturing process,
paying fair salaries for the workforce in all the supply chain. The company has been created 15
years ago and it has steadily increased their income in the Spanish market the first 13 years.
However, in the last two years, Sust-viable is carrying on an internationalization program whose
main objective is to operate in ten European countries in 5 years, reaching 50% of the income
coming from abroad countries. Additionally, the company is really committed with
environmental and social issues, being sustainability (social and environmental) the second
strategic pillar. As the textile market is a fast-moving market, the company needs to be
innovative in products, materials and processes. Therefore, they are investing 20% of the budget
in R&D projects whose main objectives are to obtain 5 new recyclable and profitable types of
clothes in two years. These products will be the core competitive advantage.
Your main role as a PMO director is to assure that the strategic objectives will be achieved in the
future. Once a year, the PMO department defines and updates the portfolio of projects of the
company. In your first year, you have received the 3 alternatives regarding how to structure the
portfolio of projects in order to achieve the strategic objectives and also, being the most efficient
possible.
Question:
• Which one of the following alternatives does do you consider more suitable to achieve
the strategic objectives? Why?
• How do you improve the configuration of projects/programs in the selected one?
Alternative 1:
Alternative 2:
Alternative 3:

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