Investigating Association of Benefits and Barriers in Project Portfolio Management to Project Success

Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

“…However, the implementation of PPM is not straightforward, with a number of barriers in PPM as highlighted by Hadjinicolaou and Dumrak [70]. The challenges for the implementation of PPM include the lack of broad organizational support due to lack of a developed business strategy, lack of executive sponsorship, higher priority organizational and change management issues to address, lack of an organizational unit responsible for managing the process, difficulty to agree on a common approach to prioritize projects, impact on existing processes, and unavailability of systems that provide timely data to measure projects.…”

“…A study by Hadjinicolaou and Dumrak [70] identified that projects are increasingly initiated by organizations in alignment with the corporate strategies. Concerned over the constrained resources and rapid changes that exist in the project environment, project portfolio management (PPM) can support organizations in prioritizing and selecting the right projects to meet strategic objectives and improve project success rates.…”

“…There are a number of other benefits, as highlighted by Hadjinicolaou and Dumrak [70], and these include working on the right projects, spending in the right areas, stopping poor projects, gaps in the portfolio being identified and managed, removing project redundancies, and improved decision making.…”

Application of system dynamics in project portfolio management

“…The proposed SD model facilitates a better understanding of how PPP changes over time. As put forward by Hadjinicolaou and Dumrak [38], the availability of a model that provides real-time project performance data enables key actors in PPM to make adjustment decisions such as resource allocation, de-prioritizing and accelerating projects. Second, PPA index developed in this work not only can provide insight into the current status of a portfolio but also allows for measuring the extent of improvement in the performance of a portfolio after the implementation of PPM.…”

Designing an Organizational Culture Model in the Projects Environment: a Constructivist Approach

“…At the organizational level, the governance provides a framework for ethical decision making and management action (Müller, 2009). Derived from this framework, project governance establishes a series of guidelines for administration, including the definition of policies, standards and management procedures and parameters to be taken into account to measure the success of projects (Hadjinicolaou & Dumrak, 2017;PMI, 2013;). If these guidelines are part of the cultural context, the organization will seek to establish a correspondence between its strategic objectives and results of the projects (Kaiser, El Ardi, & Ahlemann, 2015;Shenhar, Dvir, Levy, & Maltz, 2001) and will try to understand the implications of the implementation of projects and their internal and external effects (Bryde, 2003;Yazici, 2011).…”