Key attributes of effectiveness in managing project portfolio

Patanakul, Peerasit

doi:10.1016/j.ijproman.2015.01.004

Cited by 63 publications

(49 citation statements)

References 45 publications

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“…According to Barney and Hesterley (2010), the concept of project portfolio management emerged from the need to optimize resources use to ensure an efficient and effective investments return. Patanakul (2015) states that the relevance of project portfolio management is related to the decision makers' need to select, prioritize and http://www.ijmp.jor.br v. 10, n. 5, September-October 2019ISSN: 2236 control a set of initiatives, which takes into account the lack of resources as well as the the need to reach strategic goals.…”

Section: Project Portfolio Management and Optimizationmentioning

confidence: 99%

Project portfolio prioritization strategy to extend the service life of offshore platforms – a Prométhée V approach

Melo

Gomes

Filardi

2019

Ind. Jour. Manag. & Prod.

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This study puts forward the implementation of Multi-Criteria Decision Aid, through the PROMÉTHÉE V method, to support a decision on prioritizing a modification project portfolio on offshore oil and gas platforms. The chosen method supports, in a structured manner, the prioritization of a project portfolio which is necessary to leverage the oil production in offshore facilities, especially when they have already surpassed the plateau phase and presents production decline. Although the most relevant issues for investors are related to return on investments and the risks involved, the study suggests that other criteria are considered in specific settings. The research used data from 12 main projects of an oil and gas company and the criteria evaluations were made based on documents retrieved from the organization's database. This implementation represents a very important improvement for a well-known problem, in which the result is found based on criteria and their respective weights selected through a consensus. The results reinforce that any organization, with a constraint similar to the one presented in this study, may obtain relevant gains with the use of methods that clearly reflect the decision process and its criteria, assisting the decision maker's job significantly.

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Section: Project Portfolio Management and Optimizationmentioning

confidence: 99%

Project portfolio prioritization strategy to extend the service life of offshore platforms – a Prométhée V approach

Melo

Gomes

Filardi

2019

Ind. Jour. Manag. & Prod.

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“…Patanakul (2015) highlights that stakeholders should understand the main reasons in portfolio decision-making for the transparency purpose in the NPD process. An efficient communication process between the company and stakeholder is important to create confidence (Pokharel, 2011).…”

Section: H11b It Allows the Minimizing Development Time Of New Produmentioning

confidence: 99%

Structuring front-end innovation activities throughout strategic product planning

Rodrigues

Braghini

Sola

2017

Prod.

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Strategic product planning (SPP) for new product development (NPD) in the front-end of innovation (FEI) is a great challenge for managers and practitioners. This article analyzes the structuring process of FEI activities during SPP. A research was carried out with 78 industries from both food and furniture in Brazil. Our study revealed that FEI activities are structured in an intricate network with a high level of complexity and interdependence. The large amount of activities and the complexity in structuring them denote that companies are concerned to reduce uncertainties and risks intensifying the planning phase. KeywordsNew product development. Fuzzy front-end. Strategic planning. Although literature has presented several studies on the front-end stage, structuring activities still is a managerial challenge in NPD, as highlighted by Frishammar et al. (2012). The authors Cooper (1988) and Kurkkio et al. (2011) proposes a model with steps in linear sequence with activities being developed in each step. The model proposed by Khurana & Rosenthal (1998) recommends the activities on the pre-phase zero being developed in parallel and the other phases in the series. Koen et al. (2014) have proposed a circular model to develop activities. Besides these concepts, the technical innovation is viewed from an evolutionary perspective. In this direction, Clark (1985) analyzes the sequence of technological changes and argues that the formation of concepts on problem design and market requires a hierarchical structure, due to the nature of the object. According to the author, it is a matter of logic.In general, models do not present the structure or the sequence of activities in FEI or the relationship among then; therefore, there is a huge gap to exploit this subject. On this issue, important questions are raised: How managers deal with FEI activities during SPP? What sequence are the activities developed in? How do such activities relate to each other? Is there a formalization process? The answers to these questions can help us to understand the relationship among activities as well as to assist managers and practitioners in structuring activities in the front-end. The paper initially presents a theoretical foundation and hypothesis and then it presents a survey conducted with Brazilian industries from both food and furniture. Finally, the paper provides pertinent analysis, discussion and conclusions. Theoretical foundation and hypothesisLiterature has highlighted several activities in NPD (Moeckel, 2009;Rozenfeld et al., 2006; Song & MontoyaWeiss, 1998). A significant literature review is presented in the sequence. In this work, FEI activities are divided into the following groups: strategic scope, market scope and product portfolio scope, as follows. Strategic scopeStrategic business plan (SBP) is a way to think the future of the firm's business in a competitive market. Competitive advantage can be created by means of business strategy, which describes how an organization decides to compete in the market in relati...

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“…Por participar de atividades de curtíssimo prazo, o grupo Operação percebe as mudanças diariamente através do acompanhamento e controle operacional. Percebe também através dos impactos causados por riscos não monitorados e que acabam levando a novas mudanças (Patanakul, 2015).…”

Section: Análises Descritivasunclassified

“…É necessário também considerar a adaptabilidade organizacional, com estratégias flexíveis e ágeis para prover recursos. Outro ponto importante é a gestão rígida sobre os riscos e incertezas de mudar ou não, considerando seus efeitos no médio e longo prazos, além do correto uso de contingências (Ramstad et al, 2010;Ramstad et al, 2013;Padovani e Carvalho, 2016;Patanakul, 2015).…”

Section: Consequências Sobre O Direcionamento Estratégicounclassified

A Influência das Mudanças Devidas à Programação em um Portfólio de Projetos e de Operações com Recursos Compartilhados – Um Estudo de Caso

Castro

Costa

Méxas

et al. 2017

GeP

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Os processos de planejamento sofrem mudanças inesperadas, com replanejamentos frequentes, tendo como consequências a desconexão com as estratégias empresariais, com os horizontes de planejamento e o não atingimento dos resultados organizacionais esperados. A proposta deste trabalho é identificar os fatores de mudanças, selecionando os mais críticos, e seus efeitos nos processos de planejamento. Para isto, foi realizada uma revisão sistemática da literatura e um estudo empírico em uma empresa de óleo e gás, por meio de uma pesquisa de campo. Foram identificados cinco fatores de maior influência: pressões organizacionais, inconsistências das informações, mudanças devidas à programação, estimativas e compartilhamento. Neste estudo é apresentada a análise do fator "mudanças devidas à programação", com as possíveis causas e efeitos, considerado, pela maioria dos respondentes, como o de maior impacto nos processos de gestão do portfólio, gerenciamento de projetos e gestão dos recursos compartilhados, devido à repriorizações, inserção e exclusão de projetos, cronogramas pouco representativos, limitação de recursos não considerada no portfólio, entre outros. O trabalho apresenta um olhar inovador sobre um cenário complexo que é a gestão de múltiplos projetos com recursos compartilhados na indústria do petróleo, sendo um importante insumo para as organizações na promoção de um gerenciamento de projetos mais efetivo. Espera-se que este estudo possa contribuir com gerentes e equipes de projetos na identificação e tratamento de possíveis fatores presentes em seus processos, obtendo melhores resultados na implantação de novos empreendimentos. ABSTRACTPlanning processes undergo unexpected changes with frequent re-planning, resulting in disconnection with business strategies, loss of coherence between planning horizons, and failure to achieve expected organizational results. The purpose of this paper is to identify the factors that cause changes, selecting the most critical ones, as well as their effects on planning processes. To achieve this objective, a systematic literature review and an empirical study in an oil and gas company were carried out. Five factors of greater influence on the processes were identified: organizational pressures, information inconsistencies, schedule changes, estimates and shared resources. In this study, the analysis of the "schedule changes" factor is presented, with its possible causes and their effects. Most respondents indicated that schedule changes is the factor of greatest impact in portfolio management, project management, and shared resources management, among the five studied ones, due to repriorizations, project insertion and exclusion, limitations of resources not considered in the portfolio, among others. This work presents an innovative look at a complex scenario that is the multi-project portfolio management with shared resources in the petroleum industry, being an important input for the organizations in promoting a more effective project management. Project managers and teams will ...

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Key attributes of effectiveness in managing project portfolio

Cited by 63 publications

References 45 publications

Project portfolio prioritization strategy to extend the service life of offshore platforms – a Prométhée V approach

Project portfolio prioritization strategy to extend the service life of offshore platforms – a Prométhée V approach

Structuring front-end innovation activities throughout strategic product planning

A Influência das Mudanças Devidas à Programação em um Portfólio de Projetos e de Operações com Recursos Compartilhados – Um Estudo de Caso

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