Project portfolio management in practice and in context
This research advocates new approaches and perspectives on project portfolio management to deepen understanding of its application in the day-to-day business environment.
- Project portfolio management (PPM)
- Project portfolio management in practice
- Project portfolio management in context
- Review of empirical research literature
What does the paper cover?
The paper suggests that applying a rigid project portfolio management (PPM) framework as a rational-decision approach does not fully reflect real-life scenarios.
Furthermore, whilst PPM standards are globally accepted, there is a gap in knowledge of how practice (that is, what managers actually do) and context (that is, the conditions in which the project portfolio is being managed) affect the success of PPM.
Other research summaries
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This article provides an outlook on the potential use and advantages of BIM in the construction sector for project managers. It has been taken from the International Journal of Project Management.
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By looking at recent literature on the topic, the authors widen their original definition of project capabilities to include recent developments in research on how organisations adapt to uncertain and rapidly changing conditions.
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This article looks at the challenges of developing project management as an academic discipline.
Benefits management: Lost or found in translation
This article looks at the spread of knowledge about benefits management and its adoption by organisations; the global development of benefits management; and translation processes at the organisation level.
The article’s authors undertook literature reviews and drew on their own extensive practical experience.
They used translation theory to analyse the development of benefits management and to draw conclusions about its current use.
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This paper explores and examines the duality of ‘local’ knowledge (company; sector) and ‘cosmopolitan’ knowledge (specialist skills, often transferable) that project managers have and rely on.
Corruption in public projects and mega projects
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Managing change in the delivery of complex projects: Configuration management, asset information and ‘big data’
This article provides insight into how change is managed in three organisations delivering complex projects – Airbus, CERN and Crossrail – and how those methods are evolving in the era of ‘big data’.
It has been taken from the International Journal of Project Management.
Three domains of project organising
This article challenges the belief that project organising is temporary. It argues that most project organising is done by (relatively) permanent forms of organisation. It also argues that the belief of its temporary nature has limited the development of research in this field.
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This paper tests and confirms a common assumption that projectification is increasing in companies, economic sectors and whole economies in the western world. The research presented contributes to making the term ‘projectification’ a fact based on sound empirical evidence.
What practitioners consider to be the skills and behaviours of an effective people project manager
Project managers need to show open and honest concern for and genuine interests in the people they work with, understanding their feelings and emotions. This understanding will help them to predict future behaviours of their team members so they can plan to avoid, for example, people conflicts.
Showing respect for others and what they stand for is a behaviour that carries a lot of weight in effective people management – in any culture. People value being respected for what they are and stand for. It makes them feel good about themselves but also about the person showing the respect.