Project portfolios in dynamic environments: Organizing for uncertainty

Petit, Yvan

doi:10.1016/j.ijproman.2011.11.007

Cited by 180 publications

(178 citation statements)

References 113 publications

(140 reference statements)

Supporting

Mentioning

160

Contrasting

Unclassified

Order By: Relevance

“…This paper extends the previous work of authors (Robert Gravlin Cooper, Edgett, & Kleinschmidt, 2001); (Killen, Jugdev, Drouin, & Petit, 2012;Martinsuo, Korhonen, & Laine, 2014;Y. Petit & Hobbs, 2012) and other researchers (Kurtz & Snowden, 2003;Leigh & Kinder, 2001;Remington & Pollack, 2007) into the management of uncertainty and decisionmaking for project portfolios.…”

Section: What Is the Impact Of Real-time Events On Managers During Ppsupporting

confidence: 80%

Decision-making in project portfolio management: using the Cynefin framework to understand the impact of complexity

Shalbafan¹,

Leigh²,

Pollack³

et al. 2017

International Research Network on Organizing by Projects (IRNOP) 2017

View full text Add to dashboard Cite

Section: What Is the Impact Of Real-time Events On Managers During Ppsupporting

confidence: 80%

Decision-making in project portfolio management: using the Cynefin framework to understand the impact of complexity

Shalbafan¹,

Leigh²,

Pollack³

et al. 2017

International Research Network on Organizing by Projects (IRNOP) 2017

View full text Add to dashboard Cite

“…From a project and project portfolio management perspective, the two-way relationship between strategy and projects has been observed in several studies (see for example Killen and Hunt, 2010;Poskela et al, 2005;Poskela and Martinsuo, 2009) and project portfolio management has been highlighted as a dynamic capability due to the advantages offered in enabling organizational response to change (Killen and Hunt, 2010;Killen et al, 2012;Petit, 2012;Petit and Hobbs, 2010). Mintzberg and Waters (1985, p. 271) conclude that strategy formation 'walks on two feet, one deliberate, the other emergent'.…”

Section: Strategy Formation and Emerging Strategiesmentioning

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

View full text Add to dashboard Cite

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.

show abstract

“…This perception has opened a new research area in the literature: the management of this version of uncertainty. Available studies discuss this subject both from a theoretical [45][46][47] and empirical point of view [48]. The second significant aspect of risk management involves the consideration of risk as an event that not only generates hazards, but also reveals opportunities that may be taken by the organisation [5,9,12].…”

Section: Project Portfolio Risk Managementmentioning

confidence: 99%

Shedding New Light on Project Portfolio Risk Management

2017

View full text Add to dashboard Cite

This paper constitutes an innovative attempt to analyse the risks and negative phenomena dependencies within a project portfolio. Based on the available literature, the risks and negative phenomena (that is, the problems with the availability of resources, interpersonal conflicts, irregularities in the portfolio balance, etc.) specific to a project portfolio were identified. Theoretical constructs were then used to connect the identified risks with the negative phenomena. Structural equations were used to confirm the existence and quality of these constructs, as well as models describing connections between phenomena. The determination of the structural equations also provided a setting in which statistical methods (χ 2 , RMSEA and CFI) could be used to investigate the level of fit of the constructs and models to the empirical data.

show abstract

Project portfolios in dynamic environments: Organizing for uncertainty

Cited by 180 publications

References 113 publications

Decision-making in project portfolio management: using the Cynefin framework to understand the impact of complexity

Decision-making in project portfolio management: using the Cynefin framework to understand the impact of complexity

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

Shedding New Light on Project Portfolio Risk Management

Contact Info

Product

Resources

About