scholarly journals Best Practices and Methodologies for IT Project Portfolio Management

2018 ◽  
Vol 1 (2) ◽  
pp. 125
Author(s):  
Raúl H. Rosero ◽  
Igor Aguilar Alonso ◽  
Maria A. Procel ◽  
Omar S. Gómez
Keyword(s):  
Best Practices ◽  
Portfolio Management ◽  
Business Environment ◽  
Project Managers ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
It Projects ◽  
Information Technology Projects ◽  
Novice Administrators ◽  
Key Factor

Abstract. In today's business environment, a key factor for decision making is the IT projects portfolio management (ITPPM). IT projects must be aligned with the objectives, goals and strategies, which is achieved through the appropriate application of a methodology for ITPPM. The experienced application of a methodology depends on the experience of the managers of ITPPM, considering that the application of methodologies generates best practices, it becomes necessary to study some of the more representative methodologies and obtain the best practices that allow novice administrators to initiate their portfolio management activities in information technology projects. In this article, three methodologies are studied, from which best practices are obtained, as results; a hierarchy of best practices is obtained so that project managers can be guided or introduced in their field.

scholarly journals The impact of project portfolio management on information technology projects

2005 ◽  
Vol 23 (7) ◽  
pp. 524-537 ◽  
Author(s):  
Bert De Reyck ◽  
Yael Grushka-Cockayne ◽  
Martin Lockett ◽  
Sergio Ricardo Calderini ◽  
Marcio Moura ◽  
...  
Keyword(s):  
Information Technology ◽  
Portfolio Management ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Information Technology Projects ◽  
The Impact

scholarly journals Connecting Enterprise Architecture and Project Portfolio Management

2020 ◽  
Vol 11 (1) ◽  
pp. 99-114
Author(s):  
Christof Gellweiler
Keyword(s):  
Portfolio Management ◽  
Enterprise Architecture ◽  
It Management ◽  
Enterprise Strategy ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
It Projects ◽  
Organizational Goals ◽  
It Planning ◽  
The Common

Enterprise architecture (EA) and project portfolio management (PPM) are key areas when it comes to connecting enterprise strategy and information technology (IT) projects. Both management disciplines enhance business capabilities, integrate skilled resources, and govern affiliated processes and functions. A skillful comprehension of the links between these managerial areas is essential for effective IT planning. This article elaborates on the common grounds and structural attachment of EA and PPM, showing the substantiated relations between them and demonstrating their cohesiveness. From strategic planning to solution delivery, a conceptual model for IT project alignment integrates these IT management disciplines over two levels. EA ascertains the technical goals and constraints, whereas PPM determines the organizational goals and constraints. The results from both sides are combined to jointly propose, select, prioritize, and schedule IT projects. Roadmapping is a suitable approach to bring EA and PPM together.

Strategic IT Portfolio Management for Development of Innovative Competences

2009 ◽  
pp. 150-169 ◽  
Author(s):  
Dejan Petrovic ◽  
Marko Mihic ◽  
Biljana Stošic
Keyword(s):  
Portfolio Management ◽  
Organizational Support ◽  
Corporate Strategy ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
It Projects ◽  
It Innovation ◽  
Key Aspects ◽  
Executive Level

This chapter presents the concept of strategic information technology portfolio management for development of innovation competences in a project-oriented company. It is a specific type of portfolio management, called project portfolio management. The chapter begins with a strategic basis of projectoriented company, links it to the modern portfolio theory and then expands it into the IT project portfolio management (IT PPM). The role of the IT PPM is to ensure that the group of IT projects supports the achievement of the goals of the corporate strategy. The chapter takes into consideration the key aspects of IT - innovation relationship, and introduces the organizational support to the IT PPM – the Portfolio Management Office. An established PMO that is actively supported at the executive level can help solve problems with project auditing and initiative approval.

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.

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