Chief Editor
  • Ognyan Simeonov
National Editorial Board
  • Ognyan Simeonov, UNWE
  • Elka Todorova, UNWE
  • Plamen Mishev, UNWE
  • Maya Lambovska, UNWE
  • Todor Nedev, UNWE
  • Christina Nikolova, UNWE
  • Dorina Kabakchieva, UNWE
International Editorial Board
  • Dr. Damian Stantchev
    Edinburgh NAPIER University, UK

  • Dr. Ivaylo Vassilev
    University of Southampton,UK

  • Prof. Dr. Irina Kuzmina-Merlino
    Transport and Telecommunication Institute, Riga

  • Milan Zdravkovic
    University of Niš, Serbia

  • Prof. Dr. Niculae Mihaita
    Bucharest Academy of Economic Studies, Romania

  • Prof. Ricardo Jardim-Gonçalves, PhD
    UNINOVA institute, New University of Lisbon, Portugal

  • Prof. Ing. Jaroslav Belás, PhD
    Tomas Bata University in Zlín, Czech Republic

  • Prof. Dr. John Rijsman,
    Tilburg University

  • Prof. Ing. Zdenek Dvorák, PhD
    University of Zilina, Slovak Republic

  • Prof. Dr. Zoran Cekerevac
    “Union – Nikola Tesla” University in Belgrade, Serbia

Project Portfolio Management Processes: Survey Evidence from Bulgarian Project-Oriented Organizations
year 2017

Project Portfolio Management Processes: Survey Evidence from Bulgarian Project-Oriented Organizations


The role of project portfolio management (PPM) has substantially amplified in the conditions of contemporary globalized economy. The need for the optimal resource allocation and the efficient implementation of business processes has given rise to various practices of PPM in Bulgarian project-oriented organizations. The aim of this paper is to present the findings of a recent survey, showing evidence about the extent to which the major standard PPM processes are integrated and implemented by such organizations. Using an original research instrument, data about these processes has been provided through purposive sampling of organizations that apply PPM approach in their operations. The research findings prove to be valuable to managers of project-oriented organizations as far as the processes of major importance for PPM are identified in relation to the degree of its effectiveness. Processes identified as not yet fully developed are seen a substantial source and clear potential for future improvement of PPM and enhancing its effectiveness in Bulgarian organizations.

JEL: M19, O22


Bulgaria, project portfolio management, processes, project-oriented organizations
Download Yearbook_2017_No6_Матилда Александрова.pdf

ISSN (print): 1312-5486
ISSN (online): 2534-8949