Academic
Publications
The impact of project portfolio management on information technology projects

The impact of project portfolio management on information technology projects,10.1016/j.ijproman.2005.02.003,International Journal of Project Manageme

The impact of project portfolio management on information technology projects   (Citations: 30)
BibTex | RIS | RefWorks Download
The ever-increasing penetration of projects as a way to organise work in many organisations necessitates effective management of multiple projects. This has resulted in a greater interest in the processes of project portfolio management (PPM), with more and more software tools being developed to assist and automate the process. Much of the early work on PPM concentrated on the management of IT projects, largely from the perspective of the management of resources and risk. Many of the recent articles have been by vendors of the software, promoting the value of the PPM process. However, the claims made in those articles are typically only supported by anecdotal evidence. In this paper, we assess whether there is a correspondence between the use of PPM processes and techniques, and improvements in the performance of projects and portfolios of projects. Based on our findings, we introduce a three-stage classification scheme of PPM adoption, and present a strong correlation between (1) increasing adoption of PPM processes and a reduction in project related problems, and (2) between PPM adoption and project performance.
Journal: International Journal of Project Management - INT J PROJ MANAG , vol. 23, no. 7, pp. 524-537, 2005
Cumulative Annual
View Publication
The following links allow you to view full publications. These links are maintained by other sources not affiliated with Microsoft Academic Search.
    • ...De Reyck et al. (2005) study the impact of R&D portfolio management techniques on perfor-...

    Erin Bakeret al. Climate change and optimal energy technology R&D policy

    • ...De Reyck et. al. [19] consider IT portfolio management as “the entire portfolio of programs a company is engaged in, in order to make decisions in terms of which programs are to be given priority, and which programs are to be added to or removed from the portfolio”...
    • ...characteristics and responsibilities of an IT portfolio committee, such as the investments and services board [36], portfolio management committee [41], portfolio review group [46] or project portfolio committee [19], we found many commonalities between these committees and the IT steering committee which makes us belief that both bodies might have the same purpose...
    • ...Investment and services board Portfolio mgmt committee Portfolio review group Project portfolio committee Multi-project planning ITGI [34], Torkzadeh and Xia [71], Karimi et. al. [37] ITGI [36] Kumar et. al. [41] Lockett et. al. [46] De Reyck et. al. [19] Hans et. al. [28]...
    • ...Project portfolio management ITGI [36], Kumar et. al. [41] De Reyck et. al. [19]...
    • ...First, portfolio management [36], [41] or project portfolio management [19] certifies optimal value across the organisational portfolio of IT enabled investments [36] by prioritising, selecting and reviewing all investment programs [19] with a focus on risk management, cost control, benefits realisation, strategic alignment of business and IT objectives and interdependencies between the programs [41]...
    • ...First, portfolio management [36], [41] or project portfolio management [19] certifies optimal value across the organisational portfolio of IT enabled investments [36] by prioritising, selecting and reviewing all investment programs [19] with a focus on risk management, cost control, benefits realisation, strategic alignment of business and IT objectives and interdependencies between the programs [41]...

    Kim Maeset al. How IT Enabled Investments Bring Value to the Business : A Literature ...

    • ...Overall, 91 per cent replied that they consider relationships between projects, which show some increase to survey results of Reyck et al. (2005)...

    Mait Rungiet al. Interdependency management of projects: survey comparison between Esto...

    • ...Even if interdependency management is not theoretically a well-established discipline, it is widely used in practice, 84 percent of companies claim to consider it (Reyck et al., 2005...

    Mait Rungi. Success rate and resource consumption from project interdependencies

    • ...Interdependency is very important, with 84-91% of companies considering it in practice [58](p...

    Mait Rungi. Interdependency management in Project Portfolio Management: How to imp...

Sort by: