Institutionalising Portfolio Management in Ukraine’s Ministry of Defence
Abstract
Purpose. To substantiate the relevance of implementing portfolio management in the Ministry of Defense of Ukraine and to develop an organizational model for distributing roles, authorities, and responsibilities among key stakeholders.
Method. The study is based on the analysis of regulatory and methodological documents, the ISO 21500 series standards, the PM²-PfM methodology, military defense planning standards, portfolio management concepts, and the application of stakeholder analysis, process decomposition, and the RASCI matrix.
Findings. The study identifies the absence of a comprehensive portfolio management mechanism within the Ministry of Defense of Ukraine, systematizes the key portfolio management stakeholders, proposes an organizational model of portfolio governance, and defines the distribution of roles and responsibilities throughout the portfolio life cycle.
Theoretical implications. The research advances scientific and methodological approaches to portfolio management for military capability development and the implementation of defense programs and projects.
Practical implications. The proposed approach can support the development of portfolio management regulations, the establishment of a Portfolio Management Office (PMO), the creation of a defense programs and projects registry, and greater transparency in defense resource management.
Originality/Value. The portfolio approach is presented as an institutional governance system that integrates portfolio selection with the allocation of roles, authorities, and responsibilities among key stakeholders in defense planning.
Research limitations/Future research. The study is limited to open-access sources. Future research will focus on practical approaches to implementing portfolio management within the Ministry of Defense of Ukraine.
Paper type. Theoretical and analytical.
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References
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