IT project portfolio management – Evaluating, selecting, and staffing IT projects

2014 ◽  
pp. 35-85
Author(s):  
Thorsten Frey
Keyword(s):  
Portfolio Management ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
It Projects ◽  
It Project

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.

Discourses and Theoretical Assumptions in IT Project Portfolio Management

2016 ◽  
pp. 34-64
Author(s):  
Lars Kristian Hansen ◽  
Pernille Kræmmergard
Keyword(s):  
Literature Review ◽  
Portfolio Management ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Interdisciplinary Practice ◽  
Theoretical Assumptions ◽  
It Project ◽  
Normative Discourse ◽  
Scientific Discourses

These years increasing interest is put on IT project portfolio management (IT PPM). Considering IT PPM an interdisciplinary practice, this paper conducts a concept-based literature review of relevant articles across various research disciplines. It finds and classifies a stock of 107 relevant articles into four scientific discourses: the normative, the interpretive, the critical, and the dialogical discourses, as formulated by Deetz (1996). It finds that the normative discourse dominates the IT PPM literature, and few contributions represent the three remaining discourses, which unjustifiably leaves out issues that research could and most probably should investigate. In order to highlight research potentials, limitations, and underlying assumptions of each discourse, this paper develops four IT PPM metaphors. Its metaphors can be used by practitioners to articulate and discuss underlying and conflicting assumptions in IT PPM, serving as a basis for adjusting organizations' IT PPM practices.

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