Formalization of project portfolio management: The moderating role of project portfolio complexity

Teller, Juliane; Unger, Barbara Natalie; Kock, Alexander; Gemünden, Hans Georg

doi:10.1016/j.ijproman.2012.01.020

Cited by 149 publications

(168 citation statements)

References 53 publications

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“…Portfolio management is about planning, mapping and scheduling a set of projects to achieve a firm's long-term strategic objectives Kavadias, 2002 andJonas, 2010;Killen, Jugdev, Drouin and Petit, 2012;Teller, Under, Kock, and Gemünden, 2012;Unger, Gemünden and Aubry, 2012;Unger, Kock, Gemünden and Jonas, 2012;Martinsuo, 2012).…”

Section: Managing Project Capabilitiesmentioning

confidence: 99%

Explicating the dynamics of project capabilities

Davies

Brady

2016

International Journal of Project Management

173

223

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Abstract:This article provides a foundation to guide future research on project capabilities by providing three main contributions. First, drawing upon research on dynamic capabilities and organisational ambidexterity, we suggest that innovative and routine dimensions of project capabilities are developed and mobilised to deal with the variety of exploratory and exploitative conditions facing an organisation. Second, we distinguish between project capabilities at the operational and dynamic capabilities at the strategic levels, arguing that firms depend on identifiable dynamic capabilities (e.g. portfolio management techniques) to know when and how to maintain current project capabilities and when to modify or replace them depending the conditions encountered. Third, we suggest that the relationship between dynamic and project capabilities is reciprocal, recursive and mutually reinforcing. In this reciprocal relationship, the emergence of new or declining project capabilities provide indications for the strategic priorities, behaviours and future deployment of an organisation's dynamic capabilities.

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Section: Managing Project Capabilitiesmentioning

confidence: 99%

Explicating the dynamics of project capabilities

Davies

Brady

2016

International Journal of Project Management

173

223

View full text Add to dashboard Cite

show abstract

“…Portfolio balance concerns the equilibrium of risks, long-and short-term opportunities and the steady utilization of resources within the project portfolio's execution (Killen et al, 2008;Teller et al, 2012). Average product success is measured by the commercial success of project outcomes, which determine in their entirety the quality and success of the strategy implementation .…”

Section: Creation Of New Markets and Development Of New Technologies mentioning

confidence: 99%

“…Portfolio innovativeness (Cronbach's Alpha = 0.84) is measured as the average technological innovativeness of projects in the portfolio with three items taken from previous literature Talke et al, 2011). Finally, we control for portfolio management formalization (Alpha = 0.93) that we measure with four items taken from Teller et al (2012). Portfolio management formalization is an indicator of the maturity of portfolio processes and should therefore be controlled for (Kopmann et al, 2015).…”

Section: ---------------------------------Please Insert Table 2 Here mentioning

confidence: 99%

The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann

Kock

Killen

et al. 2017

International Journal of Project Management

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Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability.This study explores strategic control mechanisms at the project portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence project portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only fosters the implementation of intended strategies, but also discloses strategic opportunities by unveiling emerging patterns.Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the project portfolio level has an important role to play in the purposeful management of emergent strategies.

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“…In routine cases, PPM can determine how to allocate resources among projects, thereby safeguarding the global interest (portfolio) against local interests (projects) in order to guarantee good performance in environments in which resources tend to be scarce (Kock et al, 2015;Teller et al, 2012). For example, Padovani et al (2010) observed, through action research in a chemical company, that the application of formal methods of PPM contributes to improving aspects such as: alignment between projects and company strategy; prioritization of projects and allocation of resources among projects; and quality of information exchange among all, and especially decision-makers.…”

Section: Environmental Sustainability and Project Portfolio Managementmentioning

confidence: 99%

Integrando sustentabilidade ambiental e gestão de portfólio de projetos: estudo de caso em uma empresa de energia

Jugend

Figueiredo

2017

Gest. Prod.

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Although international and relevant research on environmental sustainability and project portfolio management is quite developed, there are few studies integrating the two areas. We could only identify research on each of the areas and very few interfaces between them, either in empirical or theoretical terms. In constructing a case study, our choice was to study of the existing European largest firms of energy production and supply, and one that is globally recognized in the area of renewable energy. This article aims to analyze and enable understanding of the policies and practices for integrating environmental sustainability and project portfolio management. Among the main results we observed that the environmental and social aspects of portfolio projects are inseparable for this organization. Good communication and active negotiation with stakeholders, especially with the local communities in the vicinity of projects, was highlighted as a management practice that may be used to improve project management performance. Furthermore, it was noted that logic in relation to identification, analysis and approval of new projects in the firm is also guided by the same environmental and social concerns.

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Formalization of project portfolio management: The moderating role of project portfolio complexity

Cited by 149 publications

References 53 publications

Explicating the dynamics of project capabilities

Explicating the dynamics of project capabilities

The role of project portfolio management in fostering both deliberate and emergent strategy

Integrando sustentabilidade ambiental e gestão de portfólio de projetos: estudo de caso em uma empresa de energia

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