Appraising the triple bottom line utility of sustainable project portfolio selection using a novel multi-criteria house of portfolio

Ghannadpour, Seyed Farid; Hoseini, Ali Reza; Bagherpour, Morteza; Ahmadi, Elmira

doi:10.1007/s10668-020-00724-y

Cited by 17 publications

(12 citation statements)

References 63 publications

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“…(21) Function ( 15) is the maximisation of the utility of strategic contribution: the higher the strategic contribution of the project, the greater its utility. Constraint ( 16) represents the limit of resources, (17) represents the benefit requirement of the portfolio, (18) represents the success probability requirement of the portfolio, (19) represents the project amount limit in the portfolio, (20) represents that only one project can be selected between two projects, and (21) represents that the two projects must be selected together or not.…”

Section: 2mentioning

confidence: 99%

“…Many methods have been proposed to solve the project portfolio selection (PPS) problem. The most common way is through quantifying project value, such as decision support system [5], priority ranking [40], establishing a mathematical programming model [17], fuzzy theory [3], grey system theory [46], rough set [36], weight cumulative belief degree approach [42], multi-criteria decision-making (MCDM) [15] or multi-criteria group decision making (MCGDM) [9], net analysis [21], and data envelopment analysis (DEA) [12]. At the same time, game theory [23], stochastic optimal programming [37] with optimal control [43], and technique for order of preference by similarity to ideal solution (TOPSIS) [2] can also be used to make project portfolio selection decisions.…”

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confidence: 99%

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Project portfolio selection based on multi-project synergy

Wang

Esangbedo

Bai

2023

JIMO

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<p style='text-indent:20px;'>To date, the selection of a project portfolio that maximises the decision-making outcome remains essential. However, existing research on project synergy has mainly focused on two projects, while there are multiple projects in some cases. Two kinds of synergies among multiple projects are proposed. First, multiple projects must be selected together, in order to produce synergy. Second, some projects depend on synergy with other projects, leading to a synergetic increase in performance. Furthermore, we present strategic synergy, with benefits, resources, and technology, which is quantified for a procurement project concerning a COVID-19 pandemic recovery plan. A design structure matrix is used to describe the technology diffusion among the projects. Then, strategic alignment is utilised to measure the strategic contribution of projects. Next, a portfolio selection model considering uncertainty is established, based on the strategic utility. Finally, our results indicate that selecting projects considering multi-project synergy is more advantageous.</p>

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Section: 2mentioning

confidence: 99%

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confidence: 99%

Project portfolio selection based on multi-project synergy

Wang

Esangbedo

Bai

2023

JIMO

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“…For a better understanding of this method, we can refer to (Solangi et al, 2019;Wang et al, 2017).Third, Finally, in this phase, to evaluate and infer the importance of options through preferential data or past decisions, a wide range of ranking options for inferring and extracting additive utility functions from input data is presented which to the desirability of the results and the desirability of the ranked options for evaluation and recreate the presented ranking for choices. Several methods in MCDM used the concept of utility (Ghannadpour et al, 2020), in this regard; UTA and UTASTAR methods can be named (Ehsanifar et al, 2020). UTASTAR is an advanced version of UTA (Vryzidis et al, 2018).…”

Section: First Stagementioning

confidence: 99%

Sustainable project portfolio selection under uncertainty with consider conflicting projects

Ramedani

Mehrabian

Didehkhani

2022

Preprint

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Given the complexity of selecting an industrial project portfolio, portfolio project selection (PPS) has been one of the most crucial concerns of project managers. On the other hand, comprehensive evaluation of projects based on multiple criteria and uncertainty causes the complexity of PPS. Therefore, to improve this problem, this study presents PPS considering a synergy of industrial projects with different criteria related to sustainability, time-dependent, resources, budget, and human resource capability in a two-stage decision under uncertainty. In the first stage, according to the review of historical documents, analysis of checklists, consultants, and specialists the criteria are identified. Then, with a multi-criteria decision-making (MCDM) method, it is considered for scoring with Fuzzy Best-Worst Method (FBWM) and ranking with Fuzzy Vlsekriterijumska Optimizacija IKompromisno Resenje (FVIKOR) method and calculating the sustainable utility of projects. In the second stage, a multi-objective fuzzy-robust-stochastic (FRS) optimization model by maximizing the total profit of the project is a value of the sustainable utilization of the project and minimizing the amount of interruption in project implementation. This model has two challenges including multi-objective and complex, thus to solve the mixed-integer linear programming model, a novel hybrid method according to the Multi-Choice Goal Programming with Utility Function (MCGP-UF) with the Genetics Algorithm (GA) is developed. The outcomes of sensitivity analysis by implementing the model in the real world display that the model and approach presented in varies problems have high flexibility.

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“…The TBL sustainability framework has been widely adopted in government, for-profit, and non-profit sectors to evaluate sustainability performance (Aguiñaga et al, 2017;Rezapouraghdam et al, 2019;Song and Moon, 2019;Atisa et al, 2021;Ghannadpour et al, 2021). However, there is no universal standard method for calculating the TBL.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Theory-Based Roadmap for Assessing Sustainability in the Collaborative Economy

Sun

Ertz

2021

Front. Psychol.

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This study aims to investigate the current state of sustainability for the collaborative economy (CE). By utilizing the triple bottom line as a founding conceptual framework, the study summarizes and discusses the sustainability of the CE from three dimensions: environment, economy, and society. The study further proposes some targeted measures and suggestions to measure the level of sustainability of the CE and CE platforms. The result shows that the CE has partially fulfilled some of its initial promises pertaining to sustainability, such as creating new job opportunities, economic growth, the efficient use of space and physical resources, as well as social mixing. However, the current sustainability benefits remain much smaller than some claim and hope for. Therefore, governments, platforms, and the public should work together to solve current challenges pertaining to the CE to tap its sustainability potential.

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Appraising the triple bottom line utility of sustainable project portfolio selection using a novel multi-criteria house of portfolio

Cited by 17 publications

References 63 publications

Project portfolio selection based on multi-project synergy

Project portfolio selection based on multi-project synergy

Sustainable project portfolio selection under uncertainty with consider conflicting projects

Theory-Based Roadmap for Assessing Sustainability in the Collaborative Economy

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