Advancing project and portfolio management research: Applying strategic management theories

Killen, Catherine P.; Jugdev, Kam; Drouin, Nathalie; Petit, Yvan

doi:10.1016/j.ijproman.2011.12.004

Cited by 162 publications

(134 citation statements)

References 77 publications

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“…deliberate strategy implementation) becomes less relevant for success under conditions of high environmental turbulence further highlights the relationship portfolio management's role in shaping strategy in response to change. By illustrating how strategic controls at the portfolio level provide mechanisms for sensing and reconfiguring through emerging strategy recognition, and revealing that the level of environmental turbulence affects the role of deliberate strategy implementation activities, the results of this study support previous studies that position project portfolio management as a dynamic capability (Killen and Hunt, 2010;Killen et al, 2007;Killen et al, 2012;Petit and Hobbs, 2010). The findings also provide support for arguments that a dual process approach could be at play where the deliberate strategy implementation approaches operate in a relatively stable fashion, while emerging strategy recognition aspects cater for dynamism (Schreyögg and Kliesch-Eberl, 2007).…”

Section: Theoretical Implicationssupporting

confidence: 82%

“…From a project and project portfolio management perspective, the two-way relationship between strategy and projects has been observed in several studies (see for example Killen and Hunt, 2010;Poskela et al, 2005;Poskela and Martinsuo, 2009) and project portfolio management has been highlighted as a dynamic capability due to the advantages offered in enabling organizational response to change (Killen and Hunt, 2010;Killen et al, 2012;Petit, 2012;Petit and Hobbs, 2010). Mintzberg and Waters (1985, p. 271) conclude that strategy formation 'walks on two feet, one deliberate, the other emergent'.…”

Section: Strategy Formation and Emerging Strategiesmentioning

confidence: 99%

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The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann

Kock

Killen

et al. 2017

International Journal of Project Management

104

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Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability.This study explores strategic control mechanisms at the project portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence project portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only fosters the implementation of intended strategies, but also discloses strategic opportunities by unveiling emerging patterns.Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the project portfolio level has an important role to play in the purposeful management of emergent strategies.

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Section: Theoretical Implicationssupporting

confidence: 82%

Section: Strategy Formation and Emerging Strategiesmentioning

confidence: 99%

The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann

Kock

Killen

et al. 2017

International Journal of Project Management

104

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“…Portfolio management is about planning, mapping and scheduling a set of projects to achieve a firm's long-term strategic objectives Kavadias, 2002 andJonas, 2010;Killen, Jugdev, Drouin and Petit, 2012;Teller, Under, Kock, and Gemünden, 2012;Unger, Gemünden and Aubry, 2012;Unger, Kock, Gemünden and Jonas, 2012;Martinsuo, 2012).…”

Section: Managing Project Capabilitiesmentioning

confidence: 99%

Explicating the dynamics of project capabilities

Davies

Brady

2016

International Journal of Project Management

193

223

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Abstract:This article provides a foundation to guide future research on project capabilities by providing three main contributions. First, drawing upon research on dynamic capabilities and organisational ambidexterity, we suggest that innovative and routine dimensions of project capabilities are developed and mobilised to deal with the variety of exploratory and exploitative conditions facing an organisation. Second, we distinguish between project capabilities at the operational and dynamic capabilities at the strategic levels, arguing that firms depend on identifiable dynamic capabilities (e.g. portfolio management techniques) to know when and how to maintain current project capabilities and when to modify or replace them depending the conditions encountered. Third, we suggest that the relationship between dynamic and project capabilities is reciprocal, recursive and mutually reinforcing. In this reciprocal relationship, the emergence of new or declining project capabilities provide indications for the strategic priorities, behaviours and future deployment of an organisation's dynamic capabilities.

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“…У розвиток досліджень [1], де доведена принципова можливість відображення за допомогою ланцюгів Маркова процесів взаємодії основних сутностей проектів у фазі ініціації, пропонується удосконалення моделі на основі виділення фрагмента із загальної структури проектного управління, що дозволить встановити загальні властивості системи. Синергетичний ефект, як результат комунікацій вказаних об"єктів на стадії ініціації проектів у перед проектній фазі, виникає на основі узгодженості та прийняття основних концепцій проектів, визначення мети проектів, планування проектів, оцінки вимог до рівня спеціалізації і компетентності, необхідних для формування команди проекту [5].…”

Section: вступunclassified

The Development of a Model Initiation of Project in a Form of Markov Chain

Kolesnikova¹,

Бондар²,

Moskaliuk³

et al. 2017

SM3P

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Розроблена модель ініціації проектів, яка відтворює фрагмент загальної схеми взаємодії основних сутностей проекту у фазі ініціації. При цьому ланцюг Маркова є елементом схеми управління, що включає в себе такі елементи тимчасової організаційної структури проекту: проект, команду проекту, замовника та оточення проекту. Показано, що марківська модель взаємодії учасників проектів у фазі їхньої ініціації, з врахуванням ролі ключового учасника проекту -замовника, дозволяє визначати зміни станів систем і формувати рекомендації щодо ініціації проектів.Ключові слова: проекти, ініціація, система, взаємодія учасників, ймовірності станів, ланцюг Маркова, модель.Разработана модель инициации проектов, которая воспроизводит фрагмент общей схемы взаимодействия основных сущностей проекта в фазе инициации. При этом цепь Маркова является элементом схемы управления, которая включает в себя такие элементы временной организационной структуры проекта: проект, команду проекта, заказчика и окружения проекта. Показано, что марковская модель взаимодействия участников проектов в фазе их инициации, с учетом роли ключевого участника проекта -заказника, позволяет определять изменения состояний систем и формировать рекомендации по инициации проектов. Ключевые слова: статистические проекты, инициация, система, взаимодействие участников, вероятности состояний, цепь Маркова, модель.The model of the initiation of projects which reproduces a fragment of the general scheme of interaction between the main entities in the project initiation phase is created. Determined that the project initiation through communication links between the four main entities: projects team, environment, the project itself and the customer. The result of the initiation of projects in the emerging communications referred to objects in the design phase through consistency requirements of stakeholders and the adoption of the basic concepts of projects, goal-projects, project planning, evaluation requirements of specialization and competence required for the formation of the project team. This Markov chain is part of the control circuit that includes elements such as temporary organizational structure of the project design, project team, customer and environment project. It is shown that the Markov model of interaction between project participants in their initiation phase, taking into account the role of a key player in the project -the customer can determine changes of state and generate recommendations for initiating projects. Results of the study can serve as a basis for creating models of control objects that contain its organizational structure and reflect the parametric properties of the system to obtain information needed for decision making to initiate projects Keywords: projects, initiation, system, the interaction of the participants, the probability of states, the Markov chain, model.

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Advancing project and portfolio management research: Applying strategic management theories

Cited by 162 publications

References 77 publications

The role of project portfolio management in fostering both deliberate and emergent strategy

The role of project portfolio management in fostering both deliberate and emergent strategy

Explicating the dynamics of project capabilities

The Development of a Model Initiation of Project in a Form of Markov Chain

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