Project Portfolio Management in Telecommunications R&amp;D

Aalto, Taru; Martinsuo, Miia; Artto, Karlos

doi:10.1007/0-306-48712-8_5

Cited by 4 publications

(5 citation statements)

References 30 publications

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“…Project portfolio management research includes a wealth of decision-oriented generic process models for strategy implementation with multiple projects (Cooper, Edgett, & Kleinschmidt, 1997a, 1997b, 1998a, 1998bArcher & Ghasemzadeh, 1999;Artto, Martinsuo, & Aalto, 2001;Aalto, Martinsuo, & Artto, 2003). Recent research focuses on portfolio management performance, contextuality of project portfolio management, and the interface between management of individual projects and management of portfolios (Martinsuo & Lehtonen, 2007a;Müller, Martinsuo, & Blomquist, 2008).…”

Section: Management Of a Project-based Firmmentioning

confidence: 99%

Project business as a research field

Artto

Kujala

2008

International Journal of Managing Projects in Business

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Purpose: This paper introduces project business as a research field. The project business view in this paper puts focus on the management of firms and their businesses, and this way the paper complements the existing project-centric view of the role of projects and their management in various business contexts. Design/methodology/approach: We propose a conceptual framework for project business and identify relevant research areas and themes. These research areas and themes are derived by using the knowledge and experience obtained from scientific project business research conducted in Finland since the early 1990s. Findings: This paper describes project business as a research field by introducing a project business framework and the four major research areas inherent in the framework: 1. management of a project, 2. management of a project-based firm, 3. management of a project network, and 4. management of a business network. We also suggest specific research areas and themes within the framework that are relevant and contribute to new knowledge in the project business field. Practical/research implications: The project business framework described in this paper, including the suggested research areas and themes, is important in focusing research and for development of practical application of project-based business activities in firms and in public organizations. Originality/value: The paper reveals avenues that lead towards the development of a new body of knowledge for project business that focuses on managing both firms and projects effectively in their networked business environments.

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Section: Management Of a Project-based Firmmentioning

confidence: 99%

Project business as a research field

Artto

Kujala

2008

International Journal of Managing Projects in Business

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“…One additional related issue that Ackoff (1994)introduces is backward planning, and within backward planning, working backward from the present-that is, from where one wants to be right now to where one is right now. Aalto et al (2003) provide an example of what different timely perspectives mean in the R&D context for the management of projects and their portfolios, and the linkage between projects and portfolios. This is illustrated in Figure 1.3, as adapted from Aalto et al (2003), with modifications to the figures presented by Groenveld (1997Groenveld ( , 1998…”

Section: Goal Setting In Time and Aspects Of Timing In Relation To Doing The Right Thingmentioning

confidence: 99%

“…Aalto et al (2003) provide an example of what different timely perspectives mean in the R&D context for the management of projects and their portfolios, and the linkage between projects and portfolios. This is illustrated in Figure 1.3, as adapted from Aalto et al (2003), with modifications to the figures presented by Groenveld (1997Groenveld ( , 1998…”

Section: Goal Setting In Time and Aspects Of Timing In Relation To Doing The Right Thingmentioning

confidence: 99%

Strategic Business Management through Multiple Projects

Artto¹,

Dietrich²

2004

The Wiley Guide to Managing Projects

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E ffective management of single projects does not suffice in today's organizations. Instead, the managerial focus in firms has shifted toward simultaneous management of whole collections of projects as one large entity, and toward effective linking of this set of projects to the ultimate business purpose. This approach is contained in concepts of project-based management, programs, and portfolios. Portfolios of different project types are typically positioned under the governance of organizational units or responsibility areas (see Figure 1.1). Management processes above projects must link projects to business goals and assist in reaching or exceeding the expectations set by company strategy.One major starting point for the development of business-oriented management of projects in a company context was introduced in the end of 1980s in an expert seminar in Vienna, where the contribution of project management to the general world of management was discussed as contained in the concept of ''management by projects'' (see the chapter by Gareis). Since that time there have been an increasing number of studies on the broader role available for project-based management, project-based organizations, and project business. Recent examples of such studies include Turner (1999),

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“…It puts a practical-oriented managerial emphasis on the theme of strategy implementation with multiple projects. The studies by Kleinschmidt (1997a,b, 1998a,b), Archer and Ghasemzadeh (1999), McDonough and Spital (2003), and Aalto, Martinsuo, and Artto (2003) all provide a good overview of the current status of the project portfolio management research. According to this research, the strategic alignment of project entities occurs through decisions made on the basis of focusing on the whole portfolio of projects rather than on decisions made separately for individual projects.…”

Section: Introductionmentioning

confidence: 98%

The marketing strategy of a project-based firm: The Four Portfolios Framework

Tikkanen¹,

Kujala

Artto³

2007

Industrial Marketing Management

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The purpose of this paper is to address the simultaneous management of multiple business relationships and multiple projects in the marketing strategy of the project-based firm. The research question is: How can the essence and interdependencies between the portfolios of relationships and projects be conceptualized as the marketing strategy of a project-based firm? We address this question by constructing a framework including two portfolios of relationships and two portfolios of projects, and by discussing how these portfolios may be interrelated. Combining the approaches of relationship management in project marketing on the one hand and the management of project portfolios on the other contributes a novel viewpoint to project marketing.

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Project Portfolio Management in Telecommunications R&D

Cited by 4 publications

References 30 publications

Project business as a research field

Project business as a research field

Strategic Business Management through Multiple Projects

The marketing strategy of a project-based firm: The Four Portfolios Framework

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