Project Portfolio Management and Organization

2017 ◽  
pp. 288-309
Author(s):  
Lucia Aiello ◽  
Mauro Gatti
Keyword(s):  
Organizational Structure ◽  
Portfolio Management ◽  
Value Chain ◽  
Reference Model ◽  
Integrated Management ◽  
Structure Design ◽  
Matrix Structure ◽  
Project Portfolio Management ◽  
Organizational Models ◽  
The Matrix

The chapter is an overview on organizational models for project management, identifying the characteristics of a possible reference model that joins to the necessity of portfolio management. The approach to portfolio management requires attention to the integrated management of projects; this is why the organizational structure matrix “differentiated” could be a useful reference point. This chapter proposes, therefore, a reworking of the organizational structure design criteria considering both the Value Chain of Porter is the matrix structure “differentiated”. Ultimately, the contribution configures the characteristics of the organizational model for portfolio in relation to the type of project - internal/process, external/product mix - in order to improve the performance of internal projects whose objectives are not always explicit. The basic idea of this work is to apply the concept of Porter's value chain not only functions but also the portfolio of projects that the company has.

scholarly journals Designing matrix organizations that work: Lessons from the P&G case

2009 ◽  
Vol 2 (1) ◽  
pp. 179 ◽  
Author(s):  
Ronald Jean Degen
Keyword(s):  
Structure Design ◽  
Matrix Structure ◽  
Systems Planning ◽  
The Us ◽  
The Matrix ◽  
Simple Matrix ◽  
Proper Power ◽  
Matrix Organization ◽  
The 1960S ◽  
Information Systems Planning

The matrix organization concept emerged from the US aerospace industry in the 1960s and was adopted by many companies in the early 1970s. In the late 1970s and early 1980s many companies were experiencing trouble with its operation and many argued like Peters & Waterman in their bestseller In search of excellence in 1982 (p. 306) that the matrix was too complex to work properly. Galbraith (2009, p. 10-14) explains that the reason for the problems were that the matrix in these organizations was wrongly adopted, hastily installed, and inappropriately implemented. He explains that adopting a matrix structure requires a collaborative organization form, proper power, and accountability distribution, complementing changes to the information systems, planning and budgeting process, the performance evaluation and bonus system, and so on. The purpose of this paper is to illustrate why companies adopted the matrix, what problems they had, the solutions for these problems based on Galbraith (2009) and other authors like Davis & Lawrence (1977), and the state of the art of matrix structure design today like the P&G front-back hybrid matrix organization. To illustrate the historical evolution of organization structure to the simple matrix and then to more complex matrix organizations we used the P&G case (Piskorski & Spadini 2007).

scholarly journals Project portfolio management in an educational organization

2021 ◽  
Vol 18 (2) ◽  
pp. 87-100
Author(s):  
Vera M. Zhurakovskaya ◽  
Olga A. Olicheva
Keyword(s):  
Professional Development ◽  
Project Management ◽  
Organizational Structure ◽  
Portfolio Management ◽  
Educational Process ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Educational Organization ◽  
Management Structure ◽  
Teachers Professional Development

The paper raises the problem of project management in the educational process of a comprehensive school, which ensures the growth of teachers professionalism. The purpose of the paper is to develop a structure for managing a portfolio of projects that ensures the implementation of strategies for educational organization (EО) development, an increase in the professionalism of teachers. The methodological justification for the development of a project portfolio management structure is the theory of project management, the project management methodology Scrum. The research resulted in a developed temporary organizational structure for managing a portfolio of projects in EО. Scientific relevance is the development of a project portfolio management structure in EО from the standpoint of an integrative approach, expressed in the integration of knowledge related to the management of project teams of teachers, the essence of Scrum project management technology, the use of the Trello electronic service, which provides effective management of a project portfolio, including the online mode. The theoretical significance of the solution to the project management problem proposed in the paper is the theoretical positions underlying the description of the temporary organizational structure of project portfolio management, as one of the options for a hybrid structure divisional adhocracy. The practical significance lies in the development of a specific temporary organizational structure for managing club teams of teachers implementing projects in the lyceum in Istra, which can be used in educational practice. An analysis of the results of experimental work on the professional development of teachers of an educational organization through the inclusion of teachers in the implementation of projects related to the solution of professional problems showed a positive dynamics of the levels of teachers professional development. This allowed the authors of the paper to consider the developed pedagogical means of teachers professional development of educational institutions to be effective.

scholarly journals Strategic Innovation, Foresight and the Deployment of Project Portfolio Management under Mid-Range Planning Conditions in Medium-Sized Firms

2021 ◽  
Vol 14 (1) ◽  
pp. 80
Author(s):  
Nick Hadjinicolaou ◽  
Mohamad Kader ◽  
Ibrahim Abdallah
Keyword(s):  
Portfolio Management ◽  
Value Chain ◽  
Business Models ◽  
Planning Process ◽  
Past Research ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Management Models ◽  
Strategic Innovation ◽  
Strategic Context

The purpose of this paper is to examine the ability of a firm to innovate and absorb its innovative developments by borrowing concepts and models from project portfolio management (PPM). Using past research and the existing literature, it evaluates the potential to apply PPM to the medium-term strategic planning efforts of small- and medium-sized firms. The implementation of strategic innovation requires organizations to develop both a dynamic culture and flexible internal systems that yield to major external changes in their industry as well as internal resource changes. Such changes could include supply or value chain adjustments, changes in consumer behavior, re-allocation of internal resources or the responses of competitors. This paper examines the planning and implementation of project portfolio management tools in small- and medium-sized enterprises (SMEs) (50–250 employees) with a mid-range (2–4 years) planning horizon that are required to innovate in a strategic context to remain competitive or to take advantage of new opportunities. It relates strategic foresight to the ability of the firm to adjust tactically, including in the utilization and development of internal tools, processes, systems and culture. This paper contributes to the literature by examining the potential for PPM methodologies and models to support decision making in a strategic context in SMEs, an area that is under-represented in the research on strategy. It also relates this foresight with strategic innovation and draws parallels between the strategic management planning process and the use of project portfolio management models. It argues that strategic innovation is closely tied with the ability not just to innovate but to absorb this innovation within the organizational processes and build organizational maturity. It also examines the potential use of project portfolio management models to aid strategic innovation. The use of PPM models in support of strategic innovation may contribute to the sustainability of SMEs as businesses and to the potential to identify new business models that enhance the sustainability of a firm’s competitive advantage, particularly in mid-term.

Project Portfolio Management Growth and Operation

2017 ◽  
pp. 264-287
Author(s):  
Frank R. Parth
Keyword(s):  
Organizational Structure ◽  
Portfolio Management ◽  
Management System ◽  
The Other ◽  
Project Portfolio Management ◽  
Roles And Responsibilities ◽  
Advantages And Disadvantages ◽  
Administrative Functions ◽  
It Resources ◽  
Strategic Goals

Developing a portfolio management system that can effectively and efficiently select and prioritize the projects that best support strategic goals, this is only the start of portfolio management. To ensure that the enterprise portfolio management system (EPMS) can continue to operate and grow as the organizational environment changes and the strategic goals change, the EPMS must be implemented within the organizational structure that ensures it will remain relevant in the future. We discuss two architectures to the administrative housing of the EPMS, within a PMO or as a separate stand-alone organization. Both have their advantages and disadvantages. In either case, once the EPMS is implemented it must be controlled and managed as any other group within the larger organization. This requires a structure, roles and responsibilities, personnel and IT resources, an annual budget, and all the other administrative functions required to manage a department. As the maturity level of the EPMS evolves the growth must be managed to continue to support the organization.

Formation of Persistent Slip Band in Fatigued Copper Single Crystals

1982 ◽  
Vol 40 ◽  
pp. 470-471
Author(s):  
N. Y. Jin
Keyword(s):  
Volume Fraction ◽  
Fatigue Cracks ◽  
Wall Structure ◽  
Matrix Structure ◽  
Dislocation Dipole ◽  
Slip Bands ◽  
Persistent Slip Bands ◽  
The Matrix ◽  
Hard Shell ◽  
Copper Single Crystals

Localised plastic deformation in Persistent Slip Bands(PSBs) is a characteristic feature of fatigue in many materials. The dislocation structure in the PSBs contains regularly spaced dislocation dipole walls occupying a volume fraction of around 10%. The remainder of the specimen, the inactive "matrix", contains dislocation veins at a volume fraction of 50% or more. Walls and veins are both separated by regions in which the dislocation density is lower by some orders of magnitude. Since the PSBs offer favorable sites for the initiation of fatigue cracks, the formation of the PSB wall structure is of great interest. Winter has proposed that PSBs form as the result of a transformation of the matrix structure to a regular wall structure, and that the instability occurs among the broad dipoles near the center of a vein rather than in the hard shell surounding the vein as argued by Kulmann-Wilsdorf.

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.

Sign in / Sign up

Export Citation Format

Share Document