Publication Type

Journal Article

Version

publishedVersion

Publication Date

10-2005

Abstract

The ever-increasing penetration of projects as a way to organise work in many organisations necessitates effective management of multiple projects. This has resulted in a greater interest in the processes of project portfolio management (PPM), with more and more software tools being developed to assist and automate the process. Much of the early work on PPM concentrated on the management of IT projects, largely from the perspective of the management of resources and risk. Many of the recent articles have been by vendors of the software, promoting the value of the PPM process. However, the claims made in those articles are typically only supported by anecdotal evidence. In this paper, we assess whether there is a correspondence between the use of PPM processes and techniques, and improvements in the performance of projects and portfolios of projects. Based on our findings, we introduce a threestage classification scheme of PPM adoption, and present a strong correlation between (1) increasing adoption of PPM processes and a reduction in project related problems, and (2) between PPM adoption and project performance

Keywords

Project portfolio management, Managing programmes, Process, procedures, Information technology

Discipline

Business Administration, Management, and Operations | Management Information Systems

Research Areas

Operations Management

Publication

International Journal of Project Management

Volume

23

Issue

7

First Page

524

Last Page

537

ISSN

0263-7863

Identifier

10.1016/j.ijproman.2005.02.003

Publisher

Elsevier: 24 months

Embargo Period

8-31-2021

External URL

https://doi.org/10.1016/j.ijproman.2005.02.003

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