Abstract
Abstract: This article aims to understand how the risk management influences the project portfolio success. Two methodological approaches were selected in this research: a bibliometric survey followed by a case study. The object of study was the new products project portfolio of an organization from the industrial sector, manufacturer of durable goods. The findings revealed a low intensity of project portfolio risk management. This is aligned with the bibliometric survey results and with the evidence from the investigation performed on the case study unit. In order to evaluate the risk management influence over the portfolio success, this article proposes a matrix which suggests the risk management intensity associated with the project portfolio management processes. The proposed matrix application can be considered a contribution element to deepen the knowledge of the risk management influence on the project portfolio success.
Highlights
One of the most evident findings from the literature about project portfolio management is that organizations use projects to achieve their strategic objectives and increase their competitive advantage (Shenhar & Dvir, 2007)
It is known that market dynamism and increasing competitiveness force organizations to run several projects simultaneously, to maintain flexibility and efficiency (Teller, 2013)
It is necessary to organize the projects around similar objectives, creating the project portfolios to optimize the resources on organizational strategies implementation
Summary
One of the most evident findings from the literature about project portfolio management is that organizations use projects to achieve their strategic objectives and increase their competitive advantage (Shenhar & Dvir, 2007). It is known that market dynamism and increasing competitiveness force organizations to run several projects simultaneously, to maintain flexibility and efficiency (Teller, 2013) This scenario requires efficiency in resources management and projects selection from the organizations which, according to Archer & Ghasemzadeh (1999), generates a dispute over the available resources. Market dynamism and internal organizational changes, associated with project uncertainties, can lead to strategic plan reviews, resulting in project portfolio adjustments. Such modifications, can imply in risks if they are not properly performed (Ghasemzadeh et al, 1999)
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