Project Prioritization and Portfolio Performance Measurement in Project Oriented Organizations

Purnus, Augustin; Bodea, Constanţa-Nicoleta

doi:10.1016/j.sbspro.2014.03.039

Cited by 30 publications

(27 citation statements)

References 4 publications

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“…С одной стороны, устойчиво развивающиеся медицинские орга-низации внедряют в свою работу новые техно-логии, это касается не только лечебно-диагно-стического процесса, но и области управле-ния, маркетинга, работы вспомогательных служб учреждения здравоохранения и т. д. При реализации целей организации необхо-димо учитывать не только ценность организа-ционных инноваций [40], но и перспектив-ность медицинских технологий и уровень устойчивости эффекта при осуществлении проекта [2; 16], а также сочетание его с дру-гими проектами [27]. Для достижения такого результата необходимо внедрить в работу ор-ганизации проектное управление, в котором принимают участие не только профессио-нально компетентные менеджеры проектов и исполнители на разных уровнях, но и первые руководители организаций, использующие этот инструмент управления для достижения долгосрочных целей развития и решения клю-чевых проблем учреждения здравоохранения [8; 14; 19; 21; 25; 31; 32; 34; 35; 40].…”

Section: постановка проблемыunclassified

Improving internal quality control system within a healthcare setting on the basis of project management

Latuha¹

2017

NSPU Bulletin

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Латуха Ольга Александровна -кандидат экономических наук, доцент кафедры организации здравоохранения и общественного здоровья, факультет повышения квалификации и профессио-нальной переподготовки врачей, Новосибирский государственный медицинский университет.

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Section: постановка проблемыunclassified

Improving internal quality control system within a healthcare setting on the basis of project management

Latuha¹

2017

NSPU Bulletin

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“…According to Purnus and Bodea [5], there are five steps in developing a model to evaluate and prioritize project proposals, namely: (1) establishment of evaluation criteria, (2) establishment of score scale for each criterion, (3) establishment of the scoring method for each criterion, (4) calculation of the score, and (5) establishment of project priority list based on the calculated score. This research focuses on the first step, i.e.…”

Section: Introductionmentioning

confidence: 99%

Criteria to consider in selecting and prioritizing infrastructure projects

2019

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Infrastructure project selection and prioritization is a challenging decision-making problem. Thus, decision makers are required to develop and use a decision-making framework to evaluate the proposals. The first step in developing such framework is to establish the decision criteria. This research aims to identify these criteria based on a systematic review of literature. A total of 34 decision criteria for infrastructure project selection was identified. In addition, this research has also identified three major facts related to decision criteria and presented a structured model to integrate these decision criteria into a Decision-Making Framework. As a preliminary study, the findings from this research are expected to assist further research on developing a Decision-Making Framework for infrastructure project selection.

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“…uncertainty of the judgments of assessor's when evaluating organization projects according to both financial and organizational criteria. (Augustin & Constanta-Nicoleta, 2014) argued that the general execution of projects oriented organizations depends not just on the fruitful usage of a couple of extensive, complex activities that they are actualizing yet rather on how the whole arrangement of undertakings is overseen.…”

Section: Introductionmentioning

confidence: 99%

“…At the same time, specific challenges in project management increase the complexity in real-world decision-making and lead to heuristic approaches to assign projects into portfolio instead of dedicated systems (Augustin & Constanta-Nicoleta, 2014). Challenges are such the growing number of business processes to considering, the number of projects and the total restricted grant funding provided by the organization.…”

Section: Introductionmentioning

confidence: 99%

“…Further, the proposed PPMS system and its identified functionalities are validated through an implementation of a prototype tool.Keywords: model-driven development, project portfolio management system, project portfolio management system process, analysis and design, project portfolio prioritization and optimization In many cases (Ricardo et al, 2017; Driss el al., 2018;Arisa et al, 2015), the only decisions criteria taken into account in portfolio prioritization are financial, such as the Return on Investment (ROI) and capital rationing. The profit-based nature of these criteria, applied generally at individual project level, leads most organizations to adopt them (Augustin & Constanta-Nicoleta, 2014). In the other cases, the decision-making process is always based on experience and subjectivity and depends on the profile of managers (Ricardo et al, 2017;Romeo and Marivic, 2010).…”

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confidence: 99%

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Analysis and Design of a Project Portfolio Management System

Hannach¹,

Marghoubi²,

Akkaoui³

et al. 2019

CIS

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The paramount importance of project portfolios for business drives managers to search for highly efficient support tools to overcome complex challenges of their management. A major tradeoff is to acquire tools able to produce a convenient portfolio project prioritization process, on which business investments are decided. However, by using existing Project Portfolio Management Systems (PPMS), many concurrent projects in a portfolio are usually prioritized and planned in the upstream life-cycle phases according to financial criteria, and overlooking the portfolio alignment to enterprise strategies and the availability of resources, although their importance. In this paper, we propose a conceptual formalization of PPMS with respect to a double portfolio prioritization process that performs two levels of selections according to both: i.) Strategy alignment, including returns on investment, size, and total cost; and ii.) Execution capability, as the organization should be able to manage and deliver the selected projects' outcomes. The advantage of our PPMS framework is twofold. First, it is useful to be customized by designers to fit organization needs. Second it is built with respect to the double prioritization phase process, as an end-to-end process that guarantees optimal portfolios generation. Further, the proposed PPMS system and its identified functionalities are validated through an implementation of a prototype tool.

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Project Prioritization and Portfolio Performance Measurement in Project Oriented Organizations

Cited by 30 publications

References 4 publications

Improving internal quality control system within a healthcare setting on the basis of project management

Improving internal quality control system within a healthcare setting on the basis of project management

Criteria to consider in selecting and prioritizing infrastructure projects

Analysis and Design of a Project Portfolio Management System

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