The role of projects as major drivers for strategy implementation has been appreciated during the last years; they can be seen as the crucial activity-oriented link between strategy and operational budgets. However, beside this development and a professionalization in single project management, the application of systematic and binding prioritization rules can rarely be found in practice. Especially under rapidly changing conditions, the selection of a certain set of projects is becoming a challenging task. In 2008 Telekom Austria decided to develop a new approach towards project portfolio prioritization.
