scholarly journals Improvement of Project Portfolio Management in an Information Technology Consulting Company

2014 ◽  
Vol 58 ◽  
pp. 012012 ◽  
Author(s):  
S Kaewta ◽  
P Chutima
Keyword(s):  
Information Technology ◽  
Portfolio Management ◽  
Project Portfolio ◽  
Project Portfolio Management

scholarly journals The impact of project portfolio management on information technology projects

2005 ◽  
Vol 23 (7) ◽  
pp. 524-537 ◽  
Author(s):  
Bert De Reyck ◽  
Yael Grushka-Cockayne ◽  
Martin Lockett ◽  
Sergio Ricardo Calderini ◽  
Marcio Moura ◽  
...  
Keyword(s):  
Information Technology ◽  
Portfolio Management ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Information Technology Projects ◽  
The Impact

Applied-Information Technology in Project Portfolio Risk Management System Based on Hall's Three-Dimensional Structure

2014 ◽  
Vol 1046 ◽  
pp. 538-544
Author(s):  
Yun Na Wu ◽  
Chao Liu ◽  
Hu Xu
Keyword(s):  
Information Technology ◽  
Portfolio Management ◽  
Three Dimensional ◽  
Dimensional Structure ◽  
Dimensional System ◽  
Project Portfolio ◽  
Portfolio Risk ◽  
Project Portfolio Management ◽  
Risk Regulation ◽  
Technology Application

Project portfolio management involves multiple projects, of which risk regulation is different from the risk regulation of single projects especially in information technology application. In addition to considering each project's own risk, it must consider risk of project portfolio from a broader perspective. Issues of risk regulation are more complex, therefore its risk regulation requires new management approaches. This paper draws on Hall's three-dimensional management structure, respectively, from the four aspects: project portfolio management process, project portfolio risk regulation process, project portfolio risk regulation approach and project portfolio risk regulation organization, to establish a project portfolio risk regulation four-dimensional system (tlkc system) by applied-information technology. It provides a theoretical guidance for current risk regulation of project portfolio management, contributes project-oriented enterprises to establish suitable project portfolio risk regulation measures with their own circumstances, which is a necessary complement for project portfolio theory.

UNDERSTANDING DIFFERENCES BETWEEN ADOPTERS AND NONADOPTERS OF INFORMATION TECHNOLOGY PROJECT PORTFOLIO MANAGEMENT

2013 ◽  
Vol 12 (06) ◽  
pp. 1151-1174 ◽  
Author(s):  
HAYA AJJAN ◽  
RAM L. KUMAR ◽  
CHANDRASEKAR SUBRAMANIAM
Keyword(s):  
Information Technology ◽  
Diffusion Of Innovation ◽  
Portfolio Management ◽  
Organizational Support ◽  
External Pressure ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Quality Of Data ◽  
It Projects ◽  
It Project

With the increased interest among organizations in managing Information Technology (IT) projects as a portfolio, there has been a growing need for research on factors influencing adoption of IT Project Portfolio Management (ITPPM). ITPPM allows organizations to improve the alignment of IT projects with organizational strategy, by balancing the risks and returns from inter-related projects. To contribute to our understanding of ITPPM, this study examines the adoption of ITPPM through the theoretical lens of diffusion of innovation. Using the technology, organization, and environment (TOE) framework, we model ITPPM adoption and test our model using survey data from 302 project managers. Our results show that an organization's external pressure, ITPPM costs, organizational support, quality of data on existing IT projects, number of IT projects within the organization, and business resistance are significantly related to the adoption decision. We also find interesting results in how expected benefits of ITPPM and compatibility are perceived as equally important by both adopters and nonadopters. In light of the increasingly complex IT project management environment faced by organizations, our paper helps managers to understand and focus on key enablers of ITPPM adoption and better manage ITPPM inhibitors.

scholarly journals A Project Portfolio Management model adapted to non-profit organizations

2016 ◽  
Vol 3 ◽  
pp. 5120 ◽  
Author(s):  
Fabrício Martins Lacerda ◽  
Cristina Dai Prá Martens ◽  
Henrique M R De Freitas
Keyword(s):  
Project Management ◽  
Strategic Planning ◽  
Portfolio Management ◽  
Management Model ◽  
Project Portfolio ◽  
Natural Consequence ◽  
Project Portfolio Management ◽  
Planning Techniques ◽  
Non Profit ◽  
Non Profit Organizations

As they strive towards greater professionalism in carrying out their activities, non-profit organizations (NPOs) have begun paying attention to project management. The non-profit sector (NPS) has also begun to adopt strategic planning techniques, thus making the acceptance of project portfolio management (PPM) methodology a natural consequence. This article aims to propose a project portfolio management model adapted to the context of NPOs.

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