2015
DOI: 10.14716/ijtech.v6i5.1209
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Dynamic Project Interdependencies (PI) in Optimizing Project Portfolio Management (PPM)

Abstract: Many researchers assess the tools and techniques to optimize the project portfolio management. Most of those tools treat each project within a portfolio as an independent entity. Starting in 2010 onwards, many researchers considered the importance of Project Interdependencies (PI) in defining the Project Portfolio (PP); however, those researchers treated PI as a static condition. Organization strategy has dynamic characteristics caused by internal dynamics as well as external forces. Since the PP is a bridge b… Show more

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Cited by 10 publications
(6 citation statements)
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“…An optimization model to manage existing project portfolios is presented in (Arifin et al, 2015). The model considers interdependencies, but focuses only on interactions related to project outcomes, not to perceived value, resource interdependencies, or other interactions that are common in the project portfolio context.…”
Section: Literature Reviewmentioning
confidence: 99%
“…An optimization model to manage existing project portfolios is presented in (Arifin et al, 2015). The model considers interdependencies, but focuses only on interactions related to project outcomes, not to perceived value, resource interdependencies, or other interactions that are common in the project portfolio context.…”
Section: Literature Reviewmentioning
confidence: 99%
“…Arifin et al (2015) introduce four classes of tools and methods, which are usually employed in project selection and prioritization activities: viability analysis; scoring and ranking techniques; qualitative and quantitative analyses; and graphic analysis methods. Canbaz and Marle (2016) present another division that separates the tools in: mapping tools, usually simple two-axis diagrams, which may be quantitative or qualitative; multi-criteria decision-making tools, including all kinds of scoring and ranking models; mathematical programming, focusing on quantitative, usually financial, criteria; and hybrid tools, which combine tools of the preceding kinds to yield more robust results.…”
Section: Bibliographic Reviewmentioning
confidence: 99%
“…These connection factors between projects are often called as project interdependencies (PI) [39], which include resources, market, knowledge, outcomes, and benefits, which will produce multi-topologies [40]. Projects may share or compete for resources, such as hardware, equipment, software, and working environments [21].…”
Section: New Lens Of "Projects As a Biological Network"mentioning
confidence: 99%