Die neuen ISO Standards 21 500 „Projekt-, Programm und Portfoliomanagement - Kontext und Konzepte“ sowie 21 502 „Projektmanagement“

2021 ◽  
Vol 32 (4) ◽  
Author(s):  
Norman Heydenreich
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Iso Standards ◽  
Management Context

Seit 2018 hat das ISO Komitee TC 258 „Project, programme and portfolio management“ die internationale Norm ISO 21 500 „Guidance on project management“ umfangreich überarbeitet und 2020 als ISO 21 502 veröffentlicht. Zusätzlich wurde 2021 die neue übergreifende Grundlagen-Norm ISO 21 500 „Project, programme and portfolio management - Context and concepts“ publiziert. Was ist neu? Was hat sich geändert? Was sind die Wirkungen im Markt? Was bleibt an offenen Fragen für die nächsten internationalen Standardisierungsprojekte?

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

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.

scholarly journals New Product Management with the Application of the Manufacturing Company Project Portfolio Management Concept

2018 ◽  
Vol 1 (1) ◽  
pp. 613-619
Author(s):  
Anna Musioł-Urbańczyk ◽  
Barbara Sorychta-Wojsczyk
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Management System ◽  
New Product ◽  
Product Management ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Advertising Industry ◽  
Manufacturing Company ◽  
Management Concept

Abstract The article presents the project portfolio management system in a selected manufacturing company operating in the advertising industry in the field of new product project management. It discusses individual elements and structure of the system, and the scope of procedures performed within the system.

Integrating Sustainable Development Into Project Portfolio Management Through Application of Open Innovation

2020 ◽  
pp. 1336-1352
Author(s):  
Hosein Daneshpour
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Portfolio Management ◽  
Open Innovation ◽  
Holistic Approach ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Project Organization ◽  
Innovation Model ◽  
Project Management Organizations

In recent years, the idea of integration of sustainability into project management has been put forth, which requires a more comprehensive and holistic approach to project management. Integration of sustainability increases the complexity of project management. Therefore, project management organizations require a framework capable of opening up the traditional organization of the project business and providing competitive advantages. This study argues that the open innovation model presents the requisite capability to approach this issue. This research, through a structured review of the literature and an overview of the open innovation and project management knowledge areas, explains how open innovation can provide a fruitful contribution to the integration of sustainable development into project portfolio management and why it should be favoured. The findings show that open innovation can facilitate the environmental, social and economic sustainability of projects, while rendering the project organization more agile.

The Novel Approach

2017 ◽  
pp. 1-12
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Quality Management ◽  
Portfolio Management ◽  
Six Sigma ◽  
The Novel ◽  
Mathematical Concepts ◽  
Process Flow ◽  
Novel Approach ◽  
Generic Algorithms

This chapter presents the novel Six Sigma DMAIC generic approach to Risk Management. The method is introduced first. In The Generic Approach and Algorithms section, generic mathematical concepts are elaborated. Also, four generic classes of applications of the proposed method are identified including: 1) Portfolio Management; 2) Quality Management; 3) Project Management; and 4) Income Management. Furthermore, four generic algorithms are elaborated for the respective four classes of application of the method. The generic algorithms include description and process flow of the applications. Finally, the modelling tools used in the book's elaborations are detailed, as well as references for how to use these tools and run Simulation and Stochastic Optimisation step-by-step.

Improving E-Government Project Management

2012 ◽  
pp. 1314-1332
Author(s):  
Stephen K. Aikins
Keyword(s):  
Project Management ◽  
State Government ◽  
Portfolio Management ◽  
Success Factors ◽  
Stakeholder Involvement ◽  
Cost Effective ◽  
Management Support ◽  
Critical Success ◽  
Award Winning ◽  
Government Project

E-government is becoming an enabler for better government through cost-effective and efficient service delivery, and can become a useful tool for effective governance, public administration, and public sector transformation. However, e-government projects are noted for many failures due to several reasons. These include inadequate planning, poor project management, lack of top management support, lack of stakeholder involvement, scope creep, etc. Dwelling on the project management literature as well as reviews of award winning e-government project and portfolio management best practices in a state government and a local utility district, this chapter concludes that e-government initiatives should adopt a more concrete project management methodology, align e-government goals with organizational strategic goals, develop project management competences, as well as understand and apply critical success factors to ensure the successful planning and implementation of e-government projects.

EDUPMO

2013 ◽  
pp. 239-252
Author(s):  
Joni A. Amorim ◽  
Rosana G.S. Miskulin ◽  
Mauro S. Miskulin
Keyword(s):  
Distance Education ◽  
Project Management ◽  
Intellectual Property ◽  
Portfolio Management ◽  
Traditional Classroom ◽  
Management Model ◽  
Project Portfolio Management ◽  
Project Management Office ◽  
Daily Work ◽  
Multimedia Production

Engineering is seen today as a synonym of innovation, especially for providing technological solutions that affect not only daily work and entertainment, but education as well. Project portfolio management of multimedia production and use emerges today as a challenge both for the enrichment of traditional classroom based teaching and for distance education offering. In this way, this chapter intends to answer the following question: Which are the fundamental aspects to be considered in the management of projects on educational multimedia production and use? This research presents a proposal of a project management model for digital content production and use. The model, the methodology and the implementation will be named EduPMO, an abbreviation of Educational Project Management Office. Therefore, the model, the methodology, and the implementation should be understood as related but independent entities. This interdisciplinary investigation involves different topics, going from metadata and interoperability to intellectual property and process improvement.

5. Lean, heavy, and disruptive projects

2017 ◽  
pp. 83-102
Author(s):  
Andrew Davies
Keyword(s):  
Project Management ◽  
Product Development ◽  
Portfolio Management ◽  
Digital Technology ◽  
Life Cycles ◽  
Management Styles ◽  
Lean Product Development ◽  
The Past ◽  
Development Approach ◽  
Manage Innovation

‘Lean, heavy, and disruptive projects’ considers how project management was transformed in the 1980s and 1990s to manage innovation in increasingly competitive global markets. The ‘lean’ product development approach was created by Honda and Toyota to develop a wider range of products faster and with fewer errors than their Western car manufacturer counterparts. Over the past two decades, lean development has spread to many industries experiencing rapid product obsolescence and shorter product life cycles. It has also been supported by the rise in digital technology. Different project management styles for different types of projects are discussed, including those for breakthrough innovations, as well as portfolio management and project team structures.

Improving E-Government Project Management

2011 ◽  
pp. 42-60 ◽  
Author(s):  
Stephen K. Aikins
Keyword(s):  
Project Management ◽  
State Government ◽  
Portfolio Management ◽  
Success Factors ◽  
Stakeholder Involvement ◽  
Cost Effective ◽  
Management Support ◽  
Critical Success ◽  
Award Winning ◽  
Government Project

E-government is becoming an enabler for better government through cost-effective and efficient service delivery, and can become a useful tool for effective governance, public administration, and public sector transformation. However, e-government projects are noted for many failures due to several reasons. These include inadequate planning, poor project management, lack of top management support, lack of stakeholder involvement, scope creep, etc. Dwelling on the project management literature as well as reviews of award winning e-government project and portfolio management best practices in a state government and a local utility district, this chapter concludes that e-government initiatives should adopt a more concrete project management methodology, align e-government goals with organizational strategic goals, develop project management competences, as well as understand and apply critical success factors to ensure the successful planning and implementation of e-government projects.

The Influence of Individual Characteristics on Knowledge Sharing Practices, Enablers, and Barriers in a Project Management Context

2016 ◽  
pp. 1419-1444
Author(s):  
Laila N. Marouf ◽  
Omar E. M. Khalil
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Project Management ◽  
Knowledge Sharing ◽  
Middle Eastern ◽  
Central Place ◽  
Individual Characteristics ◽  
Management Company ◽  
Field Evidence ◽  
Management Context

The knowledge management (KM) literature in general is short on field evidence concerning knowledge sharing (KS) practices in project management settings, where knowledge occupies a central place. In addition, research on KS enablers and barriers has largely overlooked the fact that individual characteristics may influence the choice to share knowledge. This research explored departmental KS practices, enablers and barriers at a Middle-Eastern project management company. It also investigated the influence of a number of individual characteristics on KS, enablers and barriers. The findings confirm that Knowledge is partially shared within departments, and the employees have varying views on KS enablers and barriers. Although many do not perceive organizational enablers as catalysts for KS, they somewhat believe that the information technology (IT) enablers do facilitate KS. The employees, however, do not believe that the identified individual, organizational and IT barriers hinder KS. In addition, gender, age, department type and job type have varying effects on the perceived KS practices, organizational enablers, and IT enablers and barriers. These findings and their implications are further discussed in the paper.

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