Mapping between PMI and OGC Artefacts for Project Portfolio Management

Lima, Ana; Fernandes, Gabriela; Machado, Ricardo J.

doi:10.1109/is.2018.8710566

Cited by 3 publications

(2 citation statements)

References 26 publications

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“…The Project Management Institute (PMI) developed the first version of the 8Standard for Portfolio Management9 in 2008 (Project Management Institute, 2013), while the Office of Government Commerce (now Axelos) published 8Management of Portfolios (MoP)9 in 2011 (Office Of Government Commerce, 2011). Despite a small time difference in the development of the models and their respective areas of application, these standards, composed of dozens of artifacts, have only two common artifacts: 8Portfolio9 and 8Portfolio Roadmap9 (Lima et al, 2018). This may indicate the need for a completely different perspective on organizing similar temporary initiatives.…”

Section: Project Monitoring Model In Central Governmental Administrationmentioning

confidence: 99%

Untitled

2024

SPSUTOM

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The originality of the conducted research lies in a holistic approach to analysing entrepreneurs' satisfaction, identifying statistical relationships between satisfaction and diverse economic behaviours, and exploring the role of emotions in making business decisions. This collectively provides a new perspective on the behavioral finance of businesses. Literature reviewEmotions play a significant role in the process of making business decisions. Despite the common tendency to focus on data and facts analysis, it is emotions, both conscious and hidden, that influence the shaping of strategies, the selection of business partners, and the willingness to take risks. Entrepreneurs, considering their personal emotions, introduce a subjective element into the decision-making process, which can lead to both successes and failures.The origin of the word "emotion" derives from the Latin verb "motere," meaning "to move".However, to fully understand the meaning of this term, it is worth noting the prefix "e-", suggesting something more than just movement or stirringit may indicate an additional, extended, or surpassing basic activity. This prefix indicates that emotions have a tendency to act or react (Goleman, 1997, p. 27). Emotions are not only associated with experiencing specific mental states but also with a tendency to evoke particular behaviors or reactions. They are deeply embedded within a person and often guide their actions and influence the decisions made.According to D. Goleman, emotions can be defined as a complex blend of feelings and thoughts that are associated with specific psychological states and biological reactions of the organism. These emotional states, along with predispositions to action, constitute an integral part of the human heritage passed down to us by evolution (Goleman, 1997, p. 442). D. Goleman asserts that emotions essentially serve as stimuli shaping an individual's readiness for action. These are rapid life-saving or life-sustaining plans embedded in our psyche by evolutionary history. Emotional reactions triggered by various situations, such as fear, joy, anger, or sadness, not only influence human thoughts and feelings but also activate instincts and prepare individuals to take appropriate actions at the given moment. Therefore, comprehending emotions is crucial for a better understanding of human behaviour and responses in various life situations.Another renowned psychologist, R. Lazarus, proposes a more intricate approach to emotions. He contends that emotions result from an individual's appraisal of a situation, rather than being merely reactions to specific stimuli. According to his theory, emotions are more

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Section: Project Monitoring Model In Central Governmental Administrationmentioning

confidence: 99%

Untitled

2024

SPSUTOM

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“…It can be surmised that projects and programmes have become the lifeblood of nations and organisations (Habibi et al 2018). Nations and organisations group their strategic projects and programmes in the project portfolios (Lima 2019). Project Management Institute (2017:6) defines a project portfolio as 'a collection of projects, programmes, subsidiary portfolios, and operations managed as a group to achieve strategic objectives'.…”

Section: Project Portfolio Management (Pfm)mentioning

confidence: 99%

The effect of governance and governmentality on project portfolio success

Mohosho,

Nyandongo,

Dube

2024

Acta Commercii

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Orientation: Although project portfolio is a renowned tradition in organisations, its effective management remains a challenge.Research purpose: The aim of the study was to investigate the effect of governance and governmentality on project portfolio success.Motivation for the study: Good governance of project portfolio management is perceived as an enabler for management. By realising the effect of governance and governmentality on project portfolio success, organisations will become interested in ensuring that appropriate governance mechanisms are in place and that governance is ingrained in all project portfolio activities.Research design, approach and method: A deductive approach was applied to test two hypotheses. Quantitative data were collected through a cross-sectional survey from organisations that are involved in project portfolio management. Data were analysed through descriptive and inferential statistics.Main findings: The results from the 104 online quantitative surveys establish a strong positive relationship between governance, governmentality and project portfolio success. The results further show governmentality as the key predictor of project portfolio success.Practical/managerial implications: The implication of these findings is that organisations that improve their governmentality will see improvements in their project portfolio performance. Therefore, organisations that are still battling with the management of their project portfolios are encouraged to improve their governmentality.Contribution/value-add: This study fills the gap in the relationship between governance, governmentality and success at the portfolio level, which has implications for the success of the entire organisation. For an organisation to succeed in the management of its portfolios, it has to improve its governmentality posture and its governance practices.

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