Project Portfolio Management Practices Research Articles

The Role of Project Management Office in Managing Project Portfolio Managem ent: A D escriptive S tudy i n Indonesian B anks

Purpose: This paper presents a preliminary study of the complete research to explore how strategic initiatives are implemented in Indonesian banks. It has the aim to descriptively compare the Project Portfolio Management (PPM) Capabilities and bank performance between banks that are applying Project Management Office (PMO) practices and not.
 Design/methodology/approach: Empirical research has been performed through a survey using questionnaires to define the contribution of formal project management office practices in managing strategic initiatives in Indonesian banks. The data from 82 banks from a total of 115 banks in Indonesia based on the list of Indonesian Financial Authority were collected and analyzed using descriptive analysis with help of statistical tools SPSS 22.
 Findings: As a preliminary stage, this paper found that banks with formal project management office practices tend to be more effective in managing their strategic initiatives.
 Research limitations/implications: However, further analysis still needs to be performed to explore how project PPM capabilities and PMO practices influence the bank's performance positively.
 Originality/value: This study introduces how the project management office and project portfolio management practices in Indonesian Banks at glance and how its comparison those with and without project management practices.

Project portfolio management practices - a theoretical base and practitioner guidelines

Project portfolio management practices - a theoretical base and practitioner guidelines

Project portfolio management practices - a theoretical base and practitioner guidelines

Project portfolio management practices - a theoretical base and practitioner guidelines

ANALYSIS ON PROJECT PORTFOLIO MANAGEMENT PRACTICES IN INDIAN CONSTRUCTION INDUSTRY

Project Portfolio management (PPM) is a combination of projects under the sponsorship of a particular construction organization sharing the scarce resources, managing projects and programs within the portfolio. It requires different strategies, models and practices. Many organizations across the country have projects in their sector in different places. However they abandoned temporarily suspended or closed within a decade which is troublesome. Proper PPM helps to execute the construction project effectively. As such, the aim of this research paper is to identify PPM practices in different construction organizations with a view to examine the effects of such practices on the project portfolio. The current research topic focuses on analysing the project performance of different construction projects using Project Portfolio Management practices. In this research a questionnaire survey related to the Project Portfolio Management on four major practices is carried out among the various professionals in Indian Construction Industry with help of Multi Criteria Decision Making (MCDM) techniques such as Entropy Method, SAW, CODAS methods and ranking the various project portfolio.

The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success

Some studies suggest that organizational ambidexterity is best orchestrated through individual projects. However, stand-alone individual projects are relatively limited in scope, while suffering from susceptibilities to horizontal and vertical segmentation. This may render them poorly suited to serve as conduits for organizational ambidexterity. By contrast, organizations which deliver projects in portfolios, often in order to maximize resource utilization, may discern that these also provide better conduits for organizational ambidexterity. This study examines not only the extent to which project portfolio management (PPM) practices impact orchestrations of organizational ambidexterity, but also whether these orchestrated PPM practices impact further lead to superior project performance. Data were collected from one hundred and sixty PPM stakeholders spread across eight countries in the Middle East November 2016 to January 2017. The study finds portfolios performance to be strongly and highly correlated with organizational ambidexterity. Furthermore, the more organizations exhibited efficient project-portfolio-management practice, the more they were found to develop ambidextrous capabilities.

Organizational ambidexterity: using project portfolio management to support project-level ambidexterity

The aim of this study is to assess the ability of project portfolio management practices to support the pursuit of ambidexterity at the project level through engagement with specific dimensions and mechanisms. The focus is on examining the operating/business model and challenges that are imposed on the firms, but deemed resolvable through the simultaneous pursuit of multiple projects emphasizing contradictory strategic goals. Data are obtained from multiple exploratory interviews of senior executives involved in project-level activities who were drawn from 12 case organizations in the Middle East. The study finds evidence of four forms of ambidexterity dimensions and mechanisms. Analysis undertaken against operating/business model and challenges of these dimensions and mechanisms of ambidexterity suggests that they are not only inter-related, but do so at various organizational levels.

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

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.

Empowering project portfolio managers: How management involvement impacts project portfolio management performance

Along with the increasing diffusion of project portfolio management a new managerial role evolves: the project portfolio manager. This new role is supposed to be pivotal in planning and controlling complex project landscapes more effectively and more efficiently, in implementing project portfolio management practices as a management innovation, and in coping with traditional conflicts between line and project managers in matrix organizations. However, by empowering project portfolio managers and giving their role more clarity and significance, the complex power balance between senior managers, line managers, and project managers also has to change. These changes are assumed to lead to new tensions between traditional key players and the new role which will reduce the overall project portfolio performance. This paper uses the new role of the project portfolio manager and its interplay with line and senior management to explain how management involvement can positively and negatively impact project portfolio success at the same time. It therefore offers practitioners an initial point for designing organizational governance structures and job descriptions to increase the portfolio management performance while implementing or reconfiguring the formal role definition of involved managers. For scholars this article paves the way for an empirical study on the impact of power re-distribution in project (portfolio) management.

The status of project portfolio management practices adoption and awareness in Gulf Cooperation Counties: an empirical study

Project portfolio management (PPM) is a set of tools that help in aligning projects, funding and resources with the organisational objectives. A sound PPM practice is expected to minimise project delays, assist in risk mitigation and enable the best utilisation of organisation resources. Many countries in Gulf Cooperation Council (GCC) region are experiencing high volume of projects carried in all of sectors. Delegates to the first Euro money Global Infrastructure Finance Conference held in Dubai, in association with HSBC, reported that the expected total GCC expenditure on infrastructure for the next decade is $1.5 trillion (Middle East: daily newspaper, Tuesday, 29 January 2009). With this immense increase in the number of projects, an efficient framework such as PPM is inevitable for the organisations operating in the GCC region. This study aims to report the status of PPM awareness and adoption in the organisations from GCC countries. A conceptual model based on structural equation modelling approach is proposed using a survey carried out among the GCC organisations. The model explores the status of PPM adoption, awareness and its impact on GCC organisations in improving their risk management and budget controls. The statistical analysis of the conceptual model supported that PPM practices in the GCC organisations have improved risk management and budget controls as well as helped achieving their strategic goals.