Understanding project interdependencies: The role of visual representation, culture and process

Killen, Catherine P.; Kjaer, Cai

doi:10.1016/j.ijproman.2012.01.018

Cited by 118 publications

(119 citation statements)

References 55 publications

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“…Projects may share or compete for resources, such as hardware, equipment, software, and working environments [21]. Knowledge generated by one project may be transferred to another within a portfolio [41].…”

Section: New Lens Of "Projects As a Biological Network"mentioning

confidence: 99%

Information Technology Project Portfolio Implementation Process Optimization Based on Complex Network Theory and Entropy

Wang

Zeng

2017

Entropy

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Abstract:In traditional information technology project portfolio management (ITPPM), managers often pay more attention to the optimization of portfolio selection in the initial stage. In fact, during the portfolio implementation process, there are still issues to be optimized. Organizing cooperation will enhance the efficiency, although it brings more immediate risk due to the complex variety of links between projects. In order to balance the efficiency and risk, an optimization method is presented based on the complex network theory and entropy, which will assist portfolio managers in recognizing the structure of the portfolio and determine the cooperation range. Firstly, a complex network model for an IT project portfolio is constructed, in which the project is simulated as an artificial life agent. At the same time, the portfolio is viewed as a small scale of society. Following this, social network analysis is used to detect and divide communities in order to estimate the roles of projects between different portfolios. Based on these, the efficiency and the risk are measured using entropy and are balanced through searching for adequate hierarchy community divisions. Thus, the activities of cooperation in organizations, risk management, and so on-which are usually viewed as an important art-can be discussed and conducted based on quantity calculations.

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Section: New Lens Of "Projects As a Biological Network"mentioning

confidence: 99%

Information Technology Project Portfolio Implementation Process Optimization Based on Complex Network Theory and Entropy

Wang

Zeng

2017

Entropy

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“…These typologies are: resources, market, knowledge, outcomes and benefits. Resource interdependencies arise from the need for resource sharing between projects (Killen & Kjaer, 2012). Knowledge interdependencies arise when knowledge and expertise generated by one project is used by other projects in a portfolio (Teller, 2013;Rungi & Hilmola, 2011;Platje et al, 1994).…”

Section: Project Interdependenciesmentioning

confidence: 99%

“…Furthermore, they occur when multiple projects compete because of the same or similar objectives (Rungi & Hilmola, 2011). Outcome interdependencies mean that a project is dependent on the results of another project (Teller, 2013;Killen, 2012). Benefit interdependencies occur when the benefits for the organisation increase non-linearly, due to the synergy of implementing two or more interdependent projects, or they can decrease, if the projects cannibalize each other (Tasevska & Toropova, 2013;Zuluaga et al, 2007).…”

Section: Project Interdependenciesmentioning

confidence: 99%

Dynamic Project Interdependencies (PI) in Optimizing Project Portfolio Management (PPM)

Arifin

Mursidik²,

Soesilo³

et al. 2015

IJTech

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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 between organization strategy and the program/project, the PP has to have a dynamic ability, in order to support the organizational strategy dynamics. This research applies an interactive approach using System Dynamics (SD) modelling to represent the PI dynamics as well as a project selection tool/technique within a project portfolio. A case study was conducted with the Bandung Urban Waterworks (PDAM Tirtawening). The outcomes of this research suggest that the model developed by the SD approach is: 1) one of the tools and techniques is to specify the PI dynamics; 2) to determine project priority in order to optimize the project portfolio. SD approach has the ability to challenge an organization's perception of their project portfolio interdependencies and to enhance strategic decision making capabilities. PI on this research is driven by project outcomes. PI that driven by other reasons, such as by market, resources, knowledge, etc., should be leveraged more, to figure out a complete picture of the PI importance within Project Portfolio Management (PPM).

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“…Portfolio maps display projects and the strategic options they represent on two axes, augmented with additional data to provide a visual representation that incorporates information such as strategic alignment, risk, return, and competitive advantage. Due to the multiple types of data represented, these types of visual displays are often called two-and-a-half dimensional (2½-D) displays (Warglien, 2010 (Killen and Kjaer, 2012).…”

Section: Figure 4: Outline Of a Dynamic Ppm Approach Including Evolutmentioning

confidence: 99%

“…Practitioners and researchers continually refine existing methods and tools and also develop and test new methods and tools. For example, new methods to manage project interdependencies have been proposed (Rungi 2007;Killen & Kjaer, 2012). Recent research and trials in defense and telecommunication industries suggest that new network mapping methods for visualizing projects and their interdependencies may support PPM decision making (Killen & Kjaer, 2012).…”

Section: Examples Of Ppm In Dynamic Environmentsmentioning

confidence: 99%

Organizational Agility through Project Portfolio Management

Killen¹

2014

Portfolio Management

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In dynamic environments, organizational agility is essential for survival; organizations must be able to adapt to change in order to succeed. In project-based organizations, a dynamic project portfolio management (PPM) capability can enhance organizational agility. PPM is an important organizational capability that enables organizations to manage and balance the portfolio holistically, to align projects with strategy, and to ensure adequate resourcing for projects in order to maximize the benefits from project investments. A dynamic PPM capability enables organizations to be agile and flexible by facilitating adjustments to the project portfolio and reallocating resources in response to the changes in the environment. In order for the PPM capability to remain relevant, it must evolve to reflect changes in the environment. Examples of aspects of PPM that enhance organizational agility are outlined in this paper to provide guidance for practitioners.

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Understanding project interdependencies: The role of visual representation, culture and process

Cited by 118 publications

References 55 publications

Information Technology Project Portfolio Implementation Process Optimization Based on Complex Network Theory and Entropy

Information Technology Project Portfolio Implementation Process Optimization Based on Complex Network Theory and Entropy

Dynamic Project Interdependencies (PI) in Optimizing Project Portfolio Management (PPM)

Organizational Agility through Project Portfolio Management

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