The impact of project portfolio management on information technology projects

Reyck, Bert De; Grushka‐Cockayne, Yael; Lockett, Martin; Calderini, Sergio Ricardo; Moura, Marcio; Sloper, Andrew

doi:10.1016/j.ijproman.2005.02.003

Cited by 233 publications

(165 citation statements)

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“…Questions have been raised on whether PPM actually adds any value at all. One study reports that fewer than 33% of organisations using PPM use it to diversify and reduce portfolio risk (De Reyck et al 2005). Thiry and Deguire (2006) find that PPM, because it is meant to deal with fairly stable environments, can only be effective if combined with program management that is meant to deal with more turbulent environments and emergent strategies.…”

Section: Do Portfolios Really Deal With Strategy?mentioning

confidence: 99%

The rise and fall of project management: are we observing the birth of a new discipline?

Young

2012

PPPM

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This conceptual paper examines the state of the project, program and project portfolio management literature and highlights the divergent views of strategy that exist between project managers and top managers. Project management concepts are shown to be based on approaches to planning that top managers had rejected after thirty years of unsuccessful experience with strategic planning. Persistently high project failure rates and recent developments at the board level suggest that we might have reached the limits of our current approaches, and the question is asked whether project management is destined to follow the rise and fall of strategic planning.Alternatives to the traditional linear mechanistic approaches are explored and it is suggested that the project management field would need to embrace the delivery of strategy as the common ground to engage top managers. Approaches would need to be developed that are consistent with how strategy emerges in turbulent environments. Program and portfolio concepts are found to have the most potential to contribute to the emerging field of strategy implementation.Keywords: rethinking project management; new project management approach; top management; project strategy Introduction Strategy is derived from the Greek word strategos. It is an ancient concept first expounded in a military context and refers to a plan of action designed to achieve a particular goal (Ghemawat 2002). Modern corporate strategy was created after the writings of Clausewitz, Sun Tzu and other military strategists were applied to the business domain in the mid-20th century. However, the application has not been consistent and there are different understandings of strategy. In particular, there is a different level of focus between top managers and project managers. The need for research into the overlap between strategy in the management literature and projects to implement strategy has been noted but never fully explored (Okumus 2003).

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Section: Do Portfolios Really Deal With Strategy?mentioning

confidence: 99%

The rise and fall of project management: are we observing the birth of a new discipline?

Young

2012

PPPM

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“…The adoption of processes and procedures can also be viewed through project organizational hierarchies, with related projects being part of larger programs of work, which in turn are part of portfolios. Indeed some studies have highlighted how there is a correlation between the use of project portfolio management (PPM), through increased adoption of software tools developed to assist and automate the project management process, with a reduction in project related problems (Reyck, 2005). Other standardized project management tools include risk management procedures (Raz & Michael, 2001), which have been understood and applied for many years and continue to be important in regard to capturing and controlling project risk.…”

Section: Literature Reviewmentioning

confidence: 99%

Applying an Integrated Systems Perspective to the Management of Engineering Projects

Philbin¹

2015

Front. Eng

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Engineering projects can be subject to significant complexity, which may result in a number of issues and challenges that need to be addressed throughout the project life-cycle. Traditionally projects have been viewed according to the so called "iron triangle," i. e., achievement of project milestones according to schedule, cost and quality targets. While these targets are fundamentally important to the performance of engineering projects, it is possible to view projects on a systemic level in order to allow an adequate focus on all the underpinning factors that have the potential to influence the performance of projects. Consequently, a management framework has been developed that is based on an integrated systems perspective of engineering projects, where the performance of projects is a function of six contributing sub-systems that are: process, technology, resources, knowledge, culture and impact.

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“…Nas questões que utilizam escala Likert, de cinco pontos, os dados serão multiplicados por 0,5 para que os valores fiquem entre -1 e +1 (DE REYCK et al, 2005). Nas respostas que utilizam a escala intervalar, que avalia a importância das práticas de PPM, os dados serão organizados como em uma escala de 0 a 1, na qual a alternativa 'sem impacto' corresponde a 0, a alternativa 'baixo impacto' corresponde a 0,5 e a alternativa 'alto impacto' corresponde a 1 (HAIR et al, 2005).…”

Section: Abordagem Metodológicaunclassified

“…Nas décadas de 80 e 90, estabeleceram-se as bases para o gerenciamento do portfolio de projetos (Project Portfolio Management -PPM) (DYE; DE REYCK et al, 2005).…”

Section: Introductionunclassified

Gerenciamento do portfolio de projetos: um estudo exploratório

Castro

Carvalho

2010

Gest. Prod.

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The main concepts of project portfolio management, or just PPM, are not widely spread through organizations, especially in project the area. In spite of the academic development, PPM techniques are new for most of the companies, mainly in Brazil where this is an emergent topic since it started in the 90Resumo: Os principais conceitos de gerenciamento de portfolio de projetos (PPM -Project Portfolio Management) ainda têm pouca penetração nas empresas. Apesar do desenvolvimento acadêmico, as técnicas de PPM são novas para as organizações, particularmente no Brasil, onde este tema ainda é emergente, dado que os primeiros estudos foram realizados no início da década de 90 e vêm se tornando mais frequentes na década atual. Dada a lacuna de dados empíricos sobre a implementação do PPM e de seus resultados, este artigo visa investigar as principais práticas de PPM adotadas, o estágio de implementação e a relação entre as práticas e os resultados obtidos. Neste artigo foi realizado um levantamento exploratório, com 31 respondentes de diferentes organizações. Os principais resultados deste estudo indicam que o PPM ainda é pouco presente nas organizações e, quando é, não apresenta medidas claras dos resultados obtidos com este processo.Palavras-chave: Administração de projetos. Gerenciamento do portfolio de projetos. Gerenciamento do portfolio de projetos: um estudo exploratório Project Portfolio Management: an exploratory study on the challenges of its implementation and results Henrique Gonçalves de Castro 1Marly Monteiro de Carvalho 2 IntroduçãoO campo de gestão de portfolio tem origem na década de 50, com o desenvolvimento da base para a teoria moderna de portfolio, no âmbito de negócios. Nas décadas de 80 e 90, estabeleceram-se as bases para o gerenciamento do portfolio de projetos (Project Portfolio Management -PPM) (DYE; DE REYCK et al., 2005).A literatura de análise e o planejamento do portfolio de projetos cresceram nos anos 90, à semelhança do que ocorrera com o portfolio de negócio nos anos 70 e 80. Neste período, foi desenvolvido o plano agregado de projetos (WHEELWRIGHT; CLARK, 1992) e realizados diversos estudos sobre o portfolio no âmbito de desenvolvimento de novos produtos e da área de pesquisa e desenvolvimento (COOPER; EDGETT; KLEINSCHMIDT, 1997aKLEINSCHMIDT, , b, 1998KLEINSCHMIDT, , 1999KLEINSCHMIDT, , 2001a, ao mesmo tempo em que as empresas americanas começam a reconhecer que os princípios da gestão de projetos poderiam ser utilizados tanto para a implementação quanto na operacionalização de planos estratégicos (KERZNER, 2002).Ao longo das últimas décadas, as áreas de conhecimento -gestão de projetos e gestão de portfolio -começam, de fato, a integrarem-se, o que tem sido denominado na literatura de gerenciamento de portfolio de projetos ou, simplesmente a sigla, PPM (Project Portfolio Management). O PPM tornou-se um fator significativo no sucesso das estratégias de longo prazo das organizações e está relacionado ao papel dos altos executivos e tomadores de decisões-chave que devem validar...

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The impact of project portfolio management on information technology projects

Cited by 233 publications

References 8 publications

The rise and fall of project management: are we observing the birth of a new discipline?

The rise and fall of project management: are we observing the birth of a new discipline?

Applying an Integrated Systems Perspective to the Management of Engineering Projects

Gerenciamento do portfolio de projetos: um estudo exploratório

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