Copy Code

Project portfolio management in practice and in context

Article Highlight:

This research advocates new approaches and perspectives on project portfolio management to deepen understanding of its application in the day-to-day business environment.

KEYWORDS

  • Project portfolio management (PPM)
  • Project portfolio management in practice
  • Project portfolio management in context
  • Review of empirical research literature

Download now

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

Occupational stress and job demand, control and support factors among construction project consultants

Article highlight:

This article investigates the relationship between job demands, job control, workplace support factors and occupational stress among South African construction project consultants.

Click here

The project benefits of Building Information Modelling (BIM)

Article highlight:

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.

Click here

Does Agile work? - A quantitative analysis of agile project success

Article Highlight:

This article looks at the benefits, or not, of applying an agile (i.e. flexible) method of project management, as opposed to more traditional methods.

Click here

Differences in decision-making criteria towards the return on marketing investment: A project business perspective

Article highlight:

This article encourages the use of return on marketing-specific investment (ROMI), paired with client lifetime value (CLV) and programme data sets, as a tool to facilitate dialogue between finance and marketing departments.

Click here

Explicating the dynamics of project capabilities

Article Highlight:

Building on the authors’ previous work on project capabilities over a decade ago, the article extends and re-conceptualises the notion of project capabilities to apply to a broader variety of domains.

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.

Click here

Institutional development, divergence and change in the discipline of project management

Article highlight:

This article looks at the challenges of developing project management as an academic discipline.

Click here

Benefits management: Lost or found in translation

Article highlight:

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.

Click here

Understanding the professional project manager

Article Highlight:

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.

Find out more 

Corruption in public projects and mega projects

Article Highlight:

This article explores the impact of corruption in large, unique projects such as public projects and megaprojects, as well as the conditions and features that favour such corruption.

Find out more 

Managing change in the delivery of complex projects

Article Highlight:

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.

Find out more

Join APM

Sign up to the APM Newsletter.