Portfolio-Based Development of Military Capabilities: a PM²-PFM–Driven Approach for Defence Organisations

Keywords: portfolio management, capability development, defense planning, prioritization, AHP, PM²-PfM, governance

Abstract

Purpose. To design and validate a transparent prioritization and governance model that links capabilities, programs, and projects and supports informed investment decisions in the defense sector.

Method. The study has an applied, methodologically-oriented design with built-in demonstration testing on a stylized but representative portfolio of capability development initiatives of a defense organization. The conceptual framework is PM²-PfM (Portfolio Management) in conjunction with PM²-Programme Management and PM² Project Management, which ensures traceability “strategy – capability – programme – project – result/benefit”.

Findings. А portfolio approach to capacity development based on PM²-PfM with the traceability of “strategy – capability – programme – project – result/benefit” has been operationalized.

Theoretical implications. It shows how the portfolio composition changes under different budget and time scenarios; balanced options are proposed, taking into account critical dependencies between initiatives, which complements the existing portfolio management methodology.

Practical implications. Transparent traceability of trade-offs is proposed, the cycle of investment decisions is shortened thanks to standardized artifacts, which will affect the increase in the share of funding directed to critical capabilities within stable budget limits.

Originality/Value. An integrated ranking of initiatives and a “value–complexity” map have been constructed, allowing for the quick identification of “quick wins”, “strategic investments”, and the ability to postpone or reformat.

Research limitations/Future research. The limitation of the study is the use of open-access sources. Future research will be aimed at studying approaches to implementing portfolio management in the system of the Ministry of Defense of Ukraine.

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References

European Commission, Centre of Excellence in PM². (2022–2025). PM²-Portfolio Management: overview, resources, downloads. https://pm2.europa.eu/pm2-methodologies/pm2-portfolio-management_en

European Commission. (2022). PM² Portfolio Management Guide (Version 1.5). Publications Office of the European Union. https://op.europa.eu/en/publication-detail/-/publication/e6b94ceb-d4c2-11ec-a95f-01aa75ed71a1

NATO. (2025). NATO Defence Planning Process (NDPP). NATO Official Website. https://www.nato.int/cps/en/natohq/topics_49202.htm

Saaty, T. L. (1980). The analytic hierarchy process. McGraw-Hill. https://books.google.com.ua/books/about/The_Analytic_Hierarchy_Process.html?id=Xxi7AAAAIAAJ

European Commission. (2021). PM² Programme Management Guide (Version 1.0). Publications Office of the European Union. https://op.europa.eu/publication/manifestation_identifier/PUB_NO0421052ENN

European Commission, Centre of Excellence in PM². (2023–2025). PM²-Programme Management: overview & download. https://pm2.europa.eu/pm2-methodologies/pm2-programme-management_en

European Commission. (2024). PM² Project Management Methodology Guide (Version 3.1). Publications Office of the European Union. https://op.europa.eu/en/publication-detail/-/publication/97cc2f12-c648-11ee-95d9-01aa75ed71a1/language-en

European Commission, Centre of Excellence in PM². (2024–2025). PM² Guides and Artefacts — official downloads (Project 3.1, Programme 1.0, Portfolio 1.5). https://pm2.europa.eu/resources_en

International Organization for Standardization. (2013). ISO 16290:2013 — Space systems: Definition of the Technology Readiness Levels (TRLs) and their detailed descriptions. https://www.iso.org/standard/60879.html


Abstract views: 164
PDF Downloads: 91
Published
2025-10-31
How to Cite
Tkach, M., Nefiodova, L., Makoshenets, P., & Tkachenko, V. (2025). Portfolio-Based Development of Military Capabilities: a PM²-PFM–Driven Approach for Defence Organisations. Social Development & Security, 15(5), 292-307. https://doi.org/10.33445/sds.2025.15.5.23
Section
Social Sciences