A business process and portfolio management approach for Industry 4.0 transformation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sophie Richard ◽  
Robert Pellerin ◽  
Jocelyn Bellemare ◽  
Nathalie Perrier
Keyword(s):  
Business Process ◽  
Portfolio Management ◽  
Research Methodology ◽  
Industry 4.0 ◽  
Process Analysis ◽  
Management Approach ◽  
Project Portfolio ◽  
Manufacturing Companies ◽  
Project Portfolio Management ◽  
Content Type

PurposeThe purpose of this paper is to address the difficulties faced by manufacturing enterprises by providing a project portfolio management approach supporting the selection and prioritization of various Industry 4.0 projects where business process analysis is used to ensure the strategic alignment and value of the project portfolio.Design/methodology/approachThe design research methodology, a mixed applied research methodology, was used to develop and test the proposed approach.FindingsDespite the growing interest of the scientific and industrial communities in I4.0, it seems that there is no method by which manufacturing companies can select a large number of improvement projects. Moreover, studies tend to focus on the evaluation and implementation of a single technology, while the transformation of an intelligent plant requires the consolidation and coordination of many initiatives to achieve a global objective.Originality/valueThe proposed project portfolio management model offers support to enterprises during their digital transformation and improves their processes by integrating technology levers through consistent and achievable selection of I4.0 initiatives while meeting strategic goals and objectives.

Exploring the intersection of business process improvement and BPM capability development

2017 ◽  
Vol 23 (2) ◽  
pp. 275-292 ◽  
Author(s):  
Martin Lehnert ◽  
Alexander Linhart ◽  
Maximilian Roeglinger
Keyword(s):  
Performance Management ◽  
Process Improvement ◽  
Business Process ◽  
Portfolio Management ◽  
Research Field ◽  
Project Portfolio ◽  
Capability Development ◽  
Project Portfolio Management ◽  
Business Process Improvement ◽  
Content Type

Purpose Despite an obvious connection, business process improvement and business process management (BPM) capability development have been studied intensely, but in isolation. The authors thus aim to make the case for the research located at the intersection of both streams. The authors thereby focus on the integrated planning of business process improvement and BPM capability development as this is where, in the authors’ opinion, both streams have the closest interaction. The authors refer to the research field located at the intersection of business process improvement and BPM capability development as process project portfolio management. The paper aims to discuss these issues. Design/methodology/approach The authors structure the field of process project portfolio management drawing from extant knowledge related to BPM, project portfolio management, and performance management. The authors also propose a research agenda in terms of exemplary research questions and research methods. Findings The proposed structure shows which business objects and interactions should be considered when engaging in process project portfolio management. The research agenda contains exemplary questions structured along the intersections of BPM, project portfolio management, and performance management. Research limitations/implications This paper’s main limitation is that it reflects the authors’ individual viewpoints based on experiences of several industry projects and prior research. Originality/value This paper addresses a neglected research field, opens up new avenues for interdisciplinary BPM research, and contributes a novel perspective to the ongoing discussion about the future of BPM.

A system dynamics investigation of project portfolio management evolution in the energy sector

Kybernetes ◽  
2019 ◽  
Vol 49 (2) ◽  
pp. 505-525
Author(s):  
Seyed Hossein Hosseini ◽  
Hamed Shakouri G. ◽  
Aliyeh Kazemi ◽  
Rahman Zareayan ◽  
Milad Mousavian H.
Keyword(s):  
System Dynamics ◽  
Portfolio Management ◽  
Business Processes ◽  
Systems Approach ◽  
Energy Sector ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Content Type ◽  
Portfolio Strategies

Purpose Project portfolio management (PPM) is a commonly used technique to align projects with strategy and to ensure adequate resourcing for projects. In this paper, to gain a better understanding of PPM dynamics, a system dynamics (SD) model was developed. To do so, an Iranian independent power producer was used as a case study in the energy sector; moreover, policy options were derived and generalized for such a developer company. Design/methodology/approach To cope with the complexity of business processes in a power producer company and to formulate an optimum policy, causal relations and loops were derived first and then state-flow diagrams were designed to simulate the problem in the system, as it is usual in the SD methodology. Findings The proposed model was applied to a real-world case study to rectify managers’ viewpoint about their business dynamics and to formulate new project portfolio strategies to improve the viability of the company. The model proved how a static portfolio analysis can misguide managers in planning their project portfolio strategies, and how effective feedback can improve PPM in developing companies in the energy sector. Originality/value Systems approach, especially SD methodology, has been rarely used to analyze PPM problems in the energy sector. This study highlights the implications of feedback and dynamics in PPM and tries to derive optimal value of portfolios.

scholarly journals Project portfolio management implementation pitfalls

2010 ◽  
Vol 41 (3) ◽  
pp. 13-22 ◽  
Author(s):  
A. Leonard ◽  
A. Swanepoel
Keyword(s):  
Portfolio Management ◽  
Management Approach ◽  
Successful Implementation ◽  
Software Project ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Project Environment ◽  
Role Players ◽  
Structured Approach ◽  
Large Organisation

Project portfolio management could be regarded as one of the most comprehensive ways of managing a software project environment. To implement such a management approach in a large organisation, could also be seen as an endeavour that can only have a chance of success if all role players understand the pitfalls involved and how to deal with each. In this paper, a structured approach is proposed to identifying and addressing pitfalls that may potentially hinder the successful implementation of project portfolio management as a strategic initiative in an organisation. Furthermore, the paper presents an approach to combine checklists and pitfall management theories to identify those pitfalls that may realise during the implementation of project portfolio management.

Comparison of project portfolio management practices in the public and private sectors in Brazil

2019 ◽  
Vol 13 (7) ◽  
pp. 1405-1422 ◽  
Author(s):  
Paulo Rafael Minetto Maceta ◽  
Fernando Tobal Berssaneti
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Case Studies ◽  
Portfolio Management ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Strategic Goals

Purpose Project portfolio management (PPM) is a managerial technique used to seek the strategic goals of organizations improving their performance. The public sector has some characteristics that differ from the private sector, since their management approaches are different. The purpose of this paper is to compare the PPM’s practices and techniques in the public and private sectors. Design/methodology/approach This paper uses the study case methodology through eight case studies that were undertaken in Brazil: four in public and four in private sectors. The field research used semi-structured interviews that were analyzed using the NVivo software. Findings In both sectors, strategic alignment is the goal of PPM, and the same tools are employed. The public sector displays better process documentation and lower risk awareness than the private sector, showing an improvement point for the public sector. The selection and prioritization criteria differ from each sector, showing the difference in the strategic goals of public and private sectors. Research limitations/implications The limitations of this paper are related to the number of organizations studied; however, the case studies represent organizations from different sectors and industries maximizing heterogeneity, but focusing on Brazil. Social implications The prioritization and effective allocation of projects spending in the Brazilian public sector could be improved with the comparison of their current practices with the ones used in private sector, increasing its transparency and cost allocation. Originality/value This study broadens the understanding of PPM in the public sector, which is a gap in the academic literature, comparing its practices with those used in the private sector.

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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