Do you work in a project-oriented company where future-proof initiatives and measures are increasingly carried out in the form of strategic projects? Have you noticed that the scale of intended changes through individual projects has reached levels that raise concerns about whether they can still be managed? With the multitude of innovation initiatives and the complexity of individual projects, along with the resulting rapidly increasing interdependencies, internal coordination problems within the company are escalating, presenting a significant challenge for management: What is the right balance between innovation-promoting projects and day-to-day operations? How does the company economically deploy its often limited resources within this context? Which projects in the portfolio should management focus on to achieve the company's objectives? These questions can only be answered through an integrated view of the project portfolio. In particular, the coordination and management of a company's project landscape play a crucial role in this process.