Project Portfolio Management is used to improve returns on IT investments. The focus is to align each investment with business strategy - usually a very good assumption that every IT dollar must be in support of some clear strategic imperative. However, are there innovations that do not directly support a business imperative yet must be pursued? Why? Understanding the characteristics of innovation is critical to answering this question.
Does the "normal" process for PPM work for innovation projects/investments? The author suggests a different process for innovation projects that uses factors unique to driving performance in such projects.