Achieving Agility in IT Project Portfolios – A Systematic Literature Review

Chakko, Joseph Puthenpurackal; Huygh, Tim; Haes, Steven De

doi:10.1007/978-3-030-67084-9_5

Cited by 5 publications

(5 citation statements)

References 40 publications

(56 reference statements)

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“…In line with (Puthenpurackal Chakko et al, 2021), we have identified 3 contributions to research and practice in this study, as a response to the research question (stated in section 3.1.) 1.-To have an adaptive portfolio management model (APM) that senses and responds to changes in the market.…”

Section: Implications Of Findingsmentioning

confidence: 81%

“…Other important academic papers giving us a broad overview of the application of PPM at the enterprise level are: (Stettina & Hörz, 2015) which proposes 4 domains of practice for structuring a PPM process by introducing: (1) strategize and roadmap, (2) identify and funnel, (3) review, prioritize and balance, and (4) Allocate and delegate. (Ahmad et al, 2017) which provides an overview of the different tools and methods for addressing PPM processes in Lean and Agile organisational contexts and, (Puthenpurackal Chakko et al, 2021) which identified several aspects of PPM impacted by Agile delivery practices.…”

Section: Introductionmentioning

confidence: 99%

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Adaptive Governance Model with a Sociotechnical Approach

Ortega,

Pedreira,

Piattini

2023

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digitalisation is imposing a strong pace of change on the business ecosystem, which implies the need for an adaptive governance model that moves away from the mechanistic approach of Command & Control. In this sense, we have considered complexity thinking and sociotechnical systems design as the key elements for designing such a governance model. Using an Action-Research approach with international Spanish organisations, we have developed a governance model based on Agile Portfolio Management. Our conclusions show that it is possible to use this approach to create an adaptive governance model, which allows to take on business transformation initiatives, regardless of their level of complexity. At the same time, the organisation is encouraged to embrace a new working mindset, one that is more organic, more transparent and gives autonomy to staff.One of the results of this study is bringing out how the socio-technical and complexity perspective highlights out the interdependence between governance model, operational models, organisational design, and technology architecture strategy to achieve the organisation's strategy, thereby facilitating the approach towards business agility.

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Section: Implications Of Findingsmentioning

confidence: 81%

Section: Introductionmentioning

confidence: 99%

Adaptive Governance Model with a Sociotechnical Approach

Ortega,

Pedreira,

Piattini

2023

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…If the portfolio seldom delivers value, the investment in discovery may become a sunk cost, negatively impacting the portfolio's financial performance. Agile principles must be embraced to counter this risk, prioritizing regular value delivery [40]. This strategy ensures that resources committed to the discovery and planning stages are effectively used and yield a positive return on investment.…”

Section: Discussionmentioning

confidence: 99%

Integrating Sustainability Metrics into Project and Portfolio Performance Assessment in Agile Software Development: A Data-Driven Scoring Model

Fagarasan,

Cristea,

Cristea

et al. 2023

Sustainability

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In today’s rapidly evolving information technology sectors, agile methodologies have been employed by software development organizations to facilitate the large-scale, efficient, and swift development of digital products. Notably, it is a widely accepted principle that an increase in project delivery predictability results from more effective portfolio management. Despite the abundant resources within software engineering that address project management and agile development performance, the measurement of portfolio delivery performance integrating sustainability principles is under-researched. This paper aims to underline a solution to bridge this gap by proposing a data-driven scoring model explicitly designed for software firms to integrate sustainability metrics into their project and portfolio performance assessment. The model is primarily aimed at monitoring and enhancing delivery performance while also reinforcing the sustainability of the software development lifecycle. A thorough literature review was conducted to discern gaps in existing practices, followed by development of a scoring model melded with delivery and sustainability metrics seamlessly. Validated through a case study, the findings reveal that the model influences the performance and sustainability dynamics within software development entities. The insights gained from this study underscore the pivotal role of a harmonized delivery and sustainability metrics system in enhancing the sustainability and efficiency of software development undertakings.

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“…When developing and justifying the case for investment in business architecture, it should take account of value over the long-term, which should be at least 5 years. This is likely to be challenging for many organisations where their investment portfolio may be oriented towards shorter horizons for the evaluation of return on investment (Puthenpurackal Chakko, Huygh, & De Haes, 2021).…”

Section: Years Of Adoption (Adoption)mentioning

confidence: 99%

“…This underscores the importance of effective resource allocation, strategic commitment, and visionary leadership in translating organisational potential into tangible strategic results. It emphasizes the pivotal role of Business Architecture leaders in crafting a compelling vision, engaging senior leaders, and maintaining effective communication over a sustained time horizon (>5 years) to successfully mature the Business Architecture practice (Collis & Montgomery, 2008;Puthenpurackal Chakko, Huygh, & De Haes, 2021).…”

Section: Organisational Size (Size_rev and Size_emp)mentioning

confidence: 99%

Driving enterprise transformation

O'Higgins

2024

IJRBS

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This study investigates how organisational and geographical factors affect the efficacy of business architecture in enterprises. Employing a quantitative research methodology, the research analyses data from a diverse range of organisations using ordinal logistic regression. The findings validate the hypothesis that factors like organisational alignment, industry sector, geographic region, organisational size, and adoption duration significantly influence business architecture's maturity and strategic impact. The study contributes to the understanding of business architecture's role in organisational strategy, highlighting the importance of contextual factors. It suggests that business architecture strategies should be tailored to specific organisational contexts, offering valuable insights for policy formulation and organisational strategy development. This research provides a foundation for future studies and practical applications in business architecture and enterprise transformation, emphasizing the need for a nuanced approach considering different organisational and regional characteristics.

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Achieving Agility in IT Project Portfolios – A Systematic Literature Review

Cited by 5 publications

References 40 publications

Adaptive Governance Model with a Sociotechnical Approach

Adaptive Governance Model with a Sociotechnical Approach

Integrating Sustainability Metrics into Project and Portfolio Performance Assessment in Agile Software Development: A Data-Driven Scoring Model

Driving enterprise transformation

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