Dependency Analysis Between PMI Portfolio Management Processes

2016 ◽  
pp. 288-300 ◽  
Author(s):  
Ana Lima ◽  
Paula Monteiro ◽  
Gabriela Fernandes ◽  
Ricardo J. Machado
Keyword(s):  
Portfolio Management ◽  
Dependency Analysis ◽  
Management Processes

Application Portfolio Management in Hospitals

2015 ◽  
pp. 833-846
Author(s):  
Joey van Angeren ◽  
Vincent Blijleven ◽  
Ronald Batenburg
Keyword(s):  
Portfolio Management ◽  
Ad Hoc ◽  
Health Care Organizations ◽  
Management Process ◽  
Current Application ◽  
Management Processes ◽  
Continuous Application ◽  
Application Portfolio Management ◽  
It Executives ◽  
It Governance Structures

Application portfolio management concerns the management of all technology and applications, and is a complex task under pressure of increasing collaboration among hospitals. Various approaches to application portfolio management are described in existing literature, but are directed at commercial enterprises rather than health care organizations. Addressing this deficiency, this article presents the results of three case studies conducted at Dutch hospitals surveying current application portfolio management processes. Results show differences between the three hospitals. One hospital implemented a continuous application portfolio management process. The other hospitals perform ad-hoc IT management due to, among others, lacking support from management, decentralized IT governance structures and an increasing need for technical integration. This article can assist IT executives in making better informed decisions, while it provides a step towards a better understanding of the complex application portfolio management process in hospitals for academia.

Practices, Roles, and Responsibilities of Middle Managers in Program and Portfolio Management

2006 ◽  
Vol 37 (1) ◽  
pp. 52-66 ◽  
Author(s):  
Tomas Blomquist ◽  
Ralf Müller
Keyword(s):  
Portfolio Management ◽  
Middle Managers ◽  
High Performing ◽  
Roles And Responsibilities ◽  
Contingency Model ◽  
Management Processes ◽  
Project Management Institute ◽  
Research Findings ◽  
Management Roles ◽  
Transaction Costs Economics

Practices for program and portfolio management, together with the associated roles and responsibilities of middle managers, were investigated. The results of the multi-method study show that high-performing organizations apply dedicated portfolio management processes and tools, plus use the associated roles of middle managers, to address the requirements stemming from the complexity of the organization's environment and the types of projects executed. This is not the case in low-performing organizations. The study takes a transaction costs economics perspective and develops a contingency model for program/portfolio management roles of middle managers. Managerial and theoretical implications are also discussed. This paper summarizes the highlights of research findings that can be found in the full report published by the Project Management Institute (PMI) (Blomquist & Müller, 2006).

scholarly journals The influence of risk management on the project portfolio success – proposal of a risk intensity matrix

2021 ◽  
Vol 28 (2) ◽  
Author(s):  
Ricardo Luis Zanfelicce ◽  
Roque Rabechini Jr
Keyword(s):  
Risk Management ◽  
Portfolio Management ◽  
Durable Goods ◽  
Industrial Sector ◽  
Project Portfolio ◽  
Intensity Matrix ◽  
Management Processes ◽  
Survey Results ◽  
Object Of Study

Abstract: This article aims to understand how the risk management influences the project portfolio success. Two methodological approaches were selected in this research: a bibliometric survey followed by a case study. The object of study was the new products project portfolio of an organization from the industrial sector, manufacturer of durable goods. The findings revealed a low intensity of project portfolio risk management. This is aligned with the bibliometric survey results and with the evidence from the investigation performed on the case study unit. In order to evaluate the risk management influence over the portfolio success, this article proposes a matrix which suggests the risk management intensity associated with the project portfolio management processes. The proposed matrix application can be considered a contribution element to deepen the knowledge of the risk management influence on the project portfolio success.

Application Portfolio Management in Hospitals

2014 ◽  
Vol 9 (1) ◽  
pp. 61-74
Author(s):  
Joey van Angeren ◽  
Vincent Blijleven ◽  
Ronald Batenburg
Keyword(s):  
Portfolio Management ◽  
Ad Hoc ◽  
Health Care Organizations ◽  
Management Process ◽  
Current Application ◽  
Management Processes ◽  
Continuous Application ◽  
Application Portfolio Management ◽  
It Executives ◽  
It Governance Structures

Application portfolio management concerns the management of all technology and applications, and is a complex task under pressure of increasing collaboration among hospitals. Various approaches to application portfolio management are described in existing literature, but are directed at commercial enterprises rather than health care organizations. Addressing this deficiency, this article presents the results of three case studies conducted at Dutch hospitals surveying current application portfolio management processes. Results show differences between the three hospitals. One hospital implemented a continuous application portfolio management process. The other hospitals perform ad-hoc IT management due to, among others, lacking support from management, decentralized IT governance structures and an increasing need for technical integration. This article can assist IT executives in making better informed decisions, while it provides a step towards a better understanding of the complex application portfolio management process in hospitals for academia.

Inter-Relationships between an Enterprise's Strategic Management Process and Its Program/Project Portfolio Management Process

2017 ◽  
pp. 39-60
Author(s):  
Russell Dean Archibald
Keyword(s):  
Project Management ◽  
Strategic Management ◽  
Portfolio Management ◽  
Management Practices ◽  
Management Process ◽  
Project Portfolio Management ◽  
Management Processes ◽  
Strategic Project ◽  
Strategic Management Process

This chapter describes and clarifies the boundaries between strategic management and project/program portfolio management (PPPM) processes, and identifies who holds primary responsibilities for key elements of these inter-related sets of management processes. The main issues considered include: The differences between strategic project management and operational project management. The elements in the strategic project management practices and processes that should be considered to be within the responsibility of ‘project management.' The role of a typical PMO in relation to 1) strategic management processes, and 2) both the strategic and operational project management processes. The importance of identifying the differences between transformative and commercial projects and programs and also between the major categories of projects and programs within enterprises. The origins of the two basic types of projects within project-driven compared to project-dependent enterprises.

Enterprise Architecture Management and its Role in IT Governance and IT Investment Planning

2010 ◽  
pp. 996-1026
Author(s):  
Klaus D. Niemann
Keyword(s):  
Information Technology ◽  
Portfolio Management ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Investment Planning ◽  
Enterprise Architecture Management ◽  
It Investments ◽  
Management Standards ◽  
Management Processes ◽  
Architecture Management

A comprehensive enterprise architecture management has strategic and operative aspects. Strategic tasks cover the identification of appropriate fields of activity for information technology (IT) investments in accordance with business strategy and portfolio management. Enterprise architecture management is cross-linked with other IT management processes and delivers the necessary information for a sustainable governance. The continuous analysis of the IT landscape, the deduction of measures for optimization and its controlling also belong to the tasks of architecture management. Standards for development and infrastructures are made, e.g. reference architectures and a “book of standards”, whose implementation is overseen by solution architects throughout the operative architecture management.

Enterprise Architecture Management and its Role in IT Governance and IT Investment Planning

2011 ◽  
pp. 208-228 ◽  
Author(s):  
Klaus D. Niemann
Keyword(s):  
Information Technology ◽  
Portfolio Management ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Investment Planning ◽  
Enterprise Architecture Management ◽  
It Investments ◽  
Management Standards ◽  
Management Processes ◽  
Architecture Management

A comprehensive enterprise architecture management has strategic and operative aspects. Strategic tasks cover the identification of appropriate fields of activity for information technology (IT) investments in accordance with business strategy and portfolio management. Enterprise architecture management is cross-linked with other IT management processes and delivers the necessary information for a sustainable governance. The continuous analysis of the IT landscape, the deduction of measures for optimization and its controlling also belong to the tasks of architecture management. Standards for development and infrastructures are made, e.g. reference architectures and a “book of standards”, whose implementation is overseen by solution architects throughout the operative architecture management.

How's ICT Project Management Going in Portugal?

2016 ◽  
pp. 1097-1119
Author(s):  
David Silva ◽  
Jose Angelo Pinto ◽  
Paula Gomes ◽  
Filipa Ramalho
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Descriptive Analysis ◽  
Relevant Literature ◽  
Maturity Model ◽  
Development Organization ◽  
Preliminary Results ◽  
Management Processes ◽  
Project Management Institute ◽  
It Organizations

This chapter presents the preliminary results of an IT organizational project management maturity research called OPM3® Portugal Project, which is currently underway. It was designed by Portuguese research and development organization Ambithus, based on PMI's (Project Management Institute) OPM3® (Organizational Project Management Maturity Model) standard. A descriptive analysis of IT organizations is made, the case studies selection criteria are explained, and a relevant literature revision of clustering models is made. Preliminary results from the IT organizations are presented and organized by Project Management and Portfolio Management processes, and Organizational Enablers. After the results analysis, it presents a list of processes and procedures that serves as the guidelines for what IT organizations need to improve to obtain a better level of maturity in Project Management. The overall results show that the IT Portuguese industry is strong on its processes and has a good level of maturity in project management.

How's ICT Project Management Going in Portugal?

2015 ◽  
pp. 383-404
Author(s):  
David Silva ◽  
Jose Angelo Pinto ◽  
Paula Gomes ◽  
Filipa Ramalho
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Descriptive Analysis ◽  
Relevant Literature ◽  
Maturity Model ◽  
Development Organization ◽  
Preliminary Results ◽  
Management Processes ◽  
Project Management Institute ◽  
It Organizations

This chapter presents the preliminary results of an IT organizational project management maturity research called OPM3® Portugal Project, which is currently underway. It was designed by Portuguese research and development organization Ambithus, based on PMI's (Project Management Institute) OPM3® (Organizational Project Management Maturity Model) standard. A descriptive analysis of IT organizations is made, the case studies selection criteria are explained, and a relevant literature revision of clustering models is made. Preliminary results from the IT organizations are presented and organized by Project Management and Portfolio Management processes, and Organizational Enablers. After the results analysis, it presents a list of processes and procedures that serves as the guidelines for what IT organizations need to improve to obtain a better level of maturity in Project Management. The overall results show that the IT Portuguese industry is strong on its processes and has a good level of maturity in project management.

Sign in / Sign up

Export Citation Format

Share Document