Using the strategic relative alignment index for the selection of portfolio projects application to a public Venezuelan Power Corporation

The research methodology for the development of RAI is based on a combination of a synthesis of the literature across the diverse fields of project management, project alignment, multicriteria decision methods and a parallel analysis of an industrial case study. The use of the proposed RAI index is demonstrated using a rigorous methodology with acceptable complexity which seeks to assist managers of the National Electricity Corporation of Venezuela, recently founded and composed by 13 merging old companies, both public and private, in their yearly resources׳ assignment on their projects portfolio. The aim being to determine a projects ´ranking based on their degree of alignment to corporate strategy and on the judgments of a group of experts, such as the management board. The new corporation assumed the challenge of setting strategic directions (Mission, Vision, Values, Strategic objectives, Plans, Programs, etc.) common to all merging companies. This approach with multi-stakeholders support allows managers to strategically allocate resources to each project in a consensual way.