Abstract
The composition and structure of the project portfolio were analysed and the importance of the links between particular projects and with the organization’s strategy in creating of its value were emphasised in the article. As regards the information projects, profoundly analysed were the subprocesses of identification, categorization, evaluation of components, and balancing of the whole portfolio, besides the tools were proposed for them which involve the specificity of ICT undertakings, optimise the use of the organisation’s resources and enable economically justified choice of projects for the portfolio. The applied research methods comprise a cross-sectional analysis of literature and analytical method. In result of the presented considerations a growing role of the portfolio approach to project management was shown along with its importance in creation of the contemporary organization’s values, and the need to continue the research in the selected area was demonstrated.
Highlights
The need to implement many undertakings simultaneously appears along with complications of management problems and increasing variability of the organization’s environment [1]
The project portfolio management (PPM), as a sign of strategic orientation in project management, comprising comprehensive planning and allocation of resources to many projects, development and exchange of knowledge among the projects, creating the conditions for generating of innovation, seems to be a justified proposal to cope with the multi-project phenomenon
Development – among the project teams – of complex but clearly communicated relations based on cooperation, non-destructive competition or coopetition creates values for the whole organization
Summary
The need to implement many undertakings simultaneously appears along with complications of management problems and increasing variability of the organization’s environment [1]. Analysing the project portfolio structure we should indicate the diversification projects and the following causes of choosing the diversification as an investment strategy: 1) limitation of a complete risk of the organization’s activity resulting from its diversification (used during the crisis or worse economic situation by a narrowspecialised organizations), 2) reaching the synergy effect through connecting of several types of conducted activity and shared resources used for this purpose, 3) the necessity to "rejuvenate" the profile of the organization’s activity; in this case the organization using outdated, obsolete technologies may start using new ICT (Information and Communication Technologies) in its activity Another important problem connected with the construction of the projects portfolio is the statistical correlation which may occur between the benefits from different projects. In case of business organization the potential criteria determining the portfolio value include among other the NPV (net present value) of single projects within the portfolio [14, 15]
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