Journal articles: 'Information technology Portfolio management'

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Kumar, Ram, Haya Ajjan, and Yuan Niu. "Information Technology Portfolio Management." Information Resources Management Journal 21, no. 3 (July 2008): 64–87. http://dx.doi.org/10.4018/irmj.2008070104.

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Kortelainen, Samuli, Antero Kutvonen, and Lauri Lättilä. "Technology Portfolio Dynamics." Journal of Innovation Management 1, no. 2 (December 31, 2013): 125–39. http://dx.doi.org/10.24840/2183-0606_001.002_0009.

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Innovations are significant source of competitive advantage for firms. They are also a major source of dynamics that forces firms to adapt their capabilities to sustain competitiveness. In this study we analyzed how firms manage their technological portfolio in mobile phone industry. Our first finding is that firms have focused differently their technology portfolios. Then we identified that most firms change their technology portfolio over time. And finally we conclude that firms in mobile phone industry have different levels of dynamics where some firms change their technology portfolio faster than others. This research identifies new challenges in dynamic capabilities research related to the appropriate level of dynamics in technology management. This information is crucial in practice in order to correctly manage the firm’s dynamic processes.

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Cunha Dolci, Pietro, Antonio Carlos Gastaud Maçada, and Gerald G. Grant. "IT investment management and information technology portfolio management (ITPM)." Journal of Enterprise Information Management 27, no. 6 (October 7, 2014): 802–16. http://dx.doi.org/10.1108/jeim-06-2013-0035.

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Purpose – The purpose of this paper is to analyze some Brazilian companies’ use of the information technology portfolio management (ITPM) technique as an aid to their information technology (IT) investments management. Design/methodology/approach – It was carried out in five case studies in different Brazilian companies from several economic sectors which were using ITPM or were in the initial implementation phase. Eight interviews were conducted. The persons interviewed were high-level executives working in the IT department in the studied companies. Findings – Different levels of ITPM use was found with respect to IT investment management (planning, control and evaluation). It was observed, in the analyzed cases, that ITPM is used most frequently in IT investment planning, which is the process most discussed and used in analyzed companies. The ITPM technique is used more frequently in Company 2 than in the other cases because the organization of the IT area in the company is structured according to ITPM dimensions. Research limitations/implications – The ITPM technique has received little attention in IT research and research in this area identifying the use and applicability of ITPM in companies is still very limited in the information systems literature. Originality/value – The paper presents IT investment management in different Brazilian companies and how ITPM was used to help companies in this process compose by planning, control and evaluation.

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Parry, Vincent Kobina Ahene, and Mary L. Lind. "Alignment of Business Strategy and Information Technology Considering Information Technology Governance, Project Portfolio Control, and Risk Management." International Journal of Information Technology Project Management 7, no. 4 (October 2016): 21–37. http://dx.doi.org/10.4018/ijitpm.2016100102.

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Information technology (IT) governance is an important component in developing an overall business and IT strategy. Factors to consider in the IT governance and strategy relationship are project portfolio control, risk management. Using a quantitative survey of 201 IT executives a significant relationship was shown between effective IT governance and project portfolio control and risk management. However, the results of the study did not support a significant relationship between effective IT governance and business/IT alignment. Ultimately, this study helped to shed light on the relationship between effective IT governance and project portfolio control as well as provided support to the existing literature on the relationship between effective IT governance and risk.

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Ajjan, Haya, Ram L. Kumar, and Chandrasekar Subramaniam. "Information technology portfolio management implementation: a case study." Journal of Enterprise Information Management 29, no. 6 (October 10, 2016): 841–59. http://dx.doi.org/10.1108/jeim-07-2015-0065.

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Purpose The purpose of this paper is to examine the implementation of IT portfolio management (IT PoM) and develop a framework guided by adaptive structuration theory to describe the key structures, features, and appropriation steps needed to effectively manage IT investments and assets. Design/methodology/approach Using a longitudinal case study approach, data were collected over an eight-month period from a US Fortune 500 company during its IT PoM implementation effort. Findings The case analysis highlights three major IT PoM features appropriated by the organization: creating the portfolio; assessing and analyzing the portfolio characteristics based on risk, benefits, alignment, criticality, and cost; and balancing decisions to start projects or terminate under-performing IT assets such as servers and applications. The spirit of IT PoM was interpreted differently by different stakeholders (data providers, business units, and IT PoM team) leading to resistance to implementation. The case data underscores the importance of establishing a governance steering committee and new internal structures to help push the balancing decisions across the organization. Research limitations/implications The results are useful in developing guidelines and strategies to achieve successful implementation of IT PoM and to highlight critical factors that practitioners need to pay close attention to during an IT PoM implementation. Originality/value This study represents one of the first attempts to describe a detailed IT PoM implementation process and how IT PoM appropriation process can lead to improved decision making within the organization.

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Wu, Yun Na, Chao Liu, and Hu Xu. "Applied-Information Technology in Project Portfolio Risk Management System Based on Hall's Three-Dimensional Structure." Advanced Materials Research 1046 (October 2014): 538–44. http://dx.doi.org/10.4028/www.scientific.net/amr.1046.538.

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Project portfolio management involves multiple projects, of which risk regulation is different from the risk regulation of single projects especially in information technology application. In addition to considering each project's own risk, it must consider risk of project portfolio from a broader perspective. Issues of risk regulation are more complex, therefore its risk regulation requires new management approaches. This paper draws on Hall's three-dimensional management structure, respectively, from the four aspects: project portfolio management process, project portfolio risk regulation process, project portfolio risk regulation approach and project portfolio risk regulation organization, to establish a project portfolio risk regulation four-dimensional system (tlkc system) by applied-information technology. It provides a theoretical guidance for current risk regulation of project portfolio management, contributes project-oriented enterprises to establish suitable project portfolio risk regulation measures with their own circumstances, which is a necessary complement for project portfolio theory.

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Reyck, Bert De, Yael Grushka-Cockayne, Martin Lockett, Sergio Ricardo Calderini, Marcio Moura, and Andrew Sloper. "The impact of project portfolio management on information technology projects." International Journal of Project Management 23, no. 7 (October 2005): 524–37. http://dx.doi.org/10.1016/j.ijproman.2005.02.003.

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Grimaldi, Michele, Livio Cricelli, and Francesco Rogo. "Valuating and analyzing the patent portfolio: the patent portfolio value index." European Journal of Innovation Management 21, no. 2 (May 14, 2018): 174–205. http://dx.doi.org/10.1108/ejim-02-2017-0009.

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Purpose The purpose of the paper is to advance a framework that can assess and analyze the value of patent portfolios. On this purpose, the framework develops a conceptual and comprehensive index, the patent portfolio value index (PPVI), to assess the patent innovation level and suggest economic-strategic guidelines. Design/methodology/approach The authors have designed and applied a framework that synthesizes into a single index the results of a multiple criteria approach, based on information derived from quantitative objective data (claims, citations, and market coverage), information related to qualitative determinants (strategic positioning and economic importance), and information derived from decision makers’ perceptions and judgments. Findings The authors have applied the PPVI to the 3,532 patent portfolio documents in an Italian worldwide player in aerospace and defense market. The combined analysis, provided by the PPVI and a qualitative synoptic representation, has made it possible to understand the strategic positioning and alignment of patents with the core business of the company. The results of the analysis have provided managers with the necessary suggestions regarding action items to be performed: to reinforce, license, try to dismiss, or sell some of the examined patents of the portfolios. Practical implications The PPVI supplies a quick procedure to ascertain the profitability of patents and accounts for the value of a patent portfolio from an internal business perspective. Originality/value As it is built and defined, the PPVI shows elements of novelty compared to the other indexes existing in the literature, in that it follows a multiple criteria approach by merging quantitative and qualitative information.

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Villalonga, Rosa, Ramón Pujol, Víctor Moreno, Jordi Carratalà, Francesc Borrell, and Francesc Gudiol. "The Electronic Portfolio as a Teaching Complement for Technical Skills in Health Sciences." Journal of Cases on Information Technology 16, no. 4 (October 2014): 24–37. http://dx.doi.org/10.4018/jcit.2014100103.

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The portfolio has gathered pace in recent years, being a useful tool for teaching and assessment. The main goal is to improve learning through student reflection and continuous feedback of evaluations. The implantation of information technology has facilitated the introduction of the electronic portfolio (e-portfolio). Based on previous experience with portfolios, it was decided to implement it in some subjects within Medicine and Dentistry in the Department. The objectives of the study (2009-2013) have been assessing the response to its introduction, assess student satisfaction and determine the extra load imposed on the teaching process. The topic has focused on clinical skills of students, using the e-portfolio Mahara®, installed on the Virtual Campus of Barcelona University. There have been 1241 e-portfolios and 1611 email exchanges between teachers and students. All assessment is carried out on-line (average response time 48 hours, 40 minutes /portfolio). Satisfaction surveys show a high level of acceptance by the students. This allows one to conclude that the e-portfolio has proven to be a good teaching tool, presenting a high degree of compliance and satisfaction among students, encouraging student-teacher relationships.

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Analia Sánchez, Marisa, Antonio Carlos Gastaud Maçada, and Marcela del Valle Sagardoy. "A strategy-based method of assessing information technology investments." International Journal of Managing Projects in Business 7, no. 1 (December 20, 2013): 43–60. http://dx.doi.org/10.1108/ijmpb-12-2012-0073.

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Purpose – The purpose of the paper is to present a theoretical framework and the preliminary results of a research on how to assess information technology (IT) investments so as to deliver maximum business value. Design/methodology/approach – To see whether IT projects fit strategy, the Strategy Map provides a framework for defining the portfolio value and data envelopment analysis (DEA) is used to measure the efficiency of project portfolios. Subsequently, an application that illustrates the value of the framework is described. Findings – The authors offer a framework that integrates the Strategy Map and IT project portfolio management (PPM) and suggest that this conceptual framework will allow an organization to enhance the value of IT investments. Research limitations/implications – This paper is supported by a case study using secondary data only. Practical implications – The suggested method could help CEOs to understand the interactions between projects and strategy and thus supports decision making to prioritize and track IT investments. The paper illustrates how the proposed framework is applied. It also provides the basis for further research. Originality/value – By explicitly linking IT investment with organizational goals, this approach produces results that differ from those of previous studies and provides a strategy-based approach to PPM.

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Cho, Wooje, and Michael J. Shaw. "Portfolio Selection Model for Enhancing Information Technology Synergy." IEEE Transactions on Engineering Management 60, no. 4 (November 2013): 739–49. http://dx.doi.org/10.1109/tem.2013.2248088.

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Kaewta, Sirirat, and Parames Chutima. "Improvement of Project Portfolio Management in an Information Technology Consulting Company." Advanced Science Letters 20, no. 10 (October 1, 2014): 2264–67. http://dx.doi.org/10.1166/asl.2014.5718.

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Kaewta, S., and P. Chutima. "Improvement of Project Portfolio Management in an Information Technology Consulting Company." IOP Conference Series: Materials Science and Engineering 58 (June 23, 2014): 012012. http://dx.doi.org/10.1088/1757-899x/58/1/012012.

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Katzan, Jr., Harry. "Dynamic Access Control For Information Technology Service Management." Journal of Service Science (JSS) 7, no. 1 (November 3, 2014): 23–28. http://dx.doi.org/10.19030/jss.v7i1.8887.

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Prominent services in the operational portfolio of enterprise information systems are facilities designed to promote information sharing while maintaining control over the integrity and privacy of information. Many organizations employ identity management and authentication for access, and then partition the application domain so that a separate access facility is required for each system. Simple access control lists are used for access control, so flexibility and information sharing is cumbersome and inefficient, often leading to a state where design objectives are easily compromised. A new and groundbreaking service is on the horizon. With dynamic access control employing the new Attribute Based Access Control (ABAC) system, a highly effective means of information sharing, based on the use of attributes, can be achieved, while enhancing efficiency and efficacy among enterprise agencies. This paper provides an introduction to this important service as it applies to federal and non-federal organizational structures.

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Hernandez, Tony, and Grant Thrall. "Point of View Integrating GIS Technology within Portfolio Management." Journal of Real Estate Portfolio Management 13, no. 3 (January 1, 2007): 289–92. http://dx.doi.org/10.1080/10835547.2007.12089779.

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AJJAN, HAYA, RAM L. KUMAR, and CHANDRASEKAR SUBRAMANIAM. "UNDERSTANDING DIFFERENCES BETWEEN ADOPTERS AND NONADOPTERS OF INFORMATION TECHNOLOGY PROJECT PORTFOLIO MANAGEMENT." International Journal of Information Technology & Decision Making 12, no. 06 (November 2013): 1151–74. http://dx.doi.org/10.1142/s0219622013400129.

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With the increased interest among organizations in managing Information Technology (IT) projects as a portfolio, there has been a growing need for research on factors influencing adoption of IT Project Portfolio Management (ITPPM). ITPPM allows organizations to improve the alignment of IT projects with organizational strategy, by balancing the risks and returns from inter-related projects. To contribute to our understanding of ITPPM, this study examines the adoption of ITPPM through the theoretical lens of diffusion of innovation. Using the technology, organization, and environment (TOE) framework, we model ITPPM adoption and test our model using survey data from 302 project managers. Our results show that an organization's external pressure, ITPPM costs, organizational support, quality of data on existing IT projects, number of IT projects within the organization, and business resistance are significantly related to the adoption decision. We also find interesting results in how expected benefits of ITPPM and compatibility are perceived as equally important by both adopters and nonadopters. In light of the increasingly complex IT project management environment faced by organizations, our paper helps managers to understand and focus on key enablers of ITPPM adoption and better manage ITPPM inhibitors.

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Laslo, Zohar, and Gregory Gurevich. "A Simulation-Based Decision Support System for Managing Information Technology Project Portfolios." International Journal of Information Technology Project Management 4, no. 2 (April 2013): 1–17. http://dx.doi.org/10.4018/jitpm.2013040101.

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The complicatedness in conducting software development derives from the probabilistic assessment of future conditions or unclear requirements and project implications. Information technology project portfolio management is more complex and presents program managers with the challenge of dynamic decision-making in the context of target revisions and project selection (continuation of active projects at various budgeting levels, termination of other active projects and launching new projects). The authors propose a simulation-based decision support system for managing information technology project portfolios. At each control (decision) point, this data support system enables ’optimizing’ each project planning subject to alternative determinations of time and cost chance constraints, and evaluating the up-to-date chance of alternative project selections being within the project portfolio budget. These ’optimizations’ and evaluations are provided by a stochastic procedure based on Monte Carlo simulations. In contrast with deterministic procedures that are highly inadequate since they mostly provide erroneous results, the stochastic procedure is appropriate since it analyses a higher level of information and provides more accurate results. The proposed system enables the program manager to decipher highly complex simulation results and make decisions based on up-to-date data. It can be easily implemented even by non-experts.

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Yan, Qing Qing, Quan Biao Wang, Rui Shen, Ya He Yang, and Yuan Hu. "New Ideas for the Development of Undergraduate Management Information System." Applied Mechanics and Materials 220-223 (November 2012): 2645–48. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.2645.

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This article aims at the difficulties of the undergraduate management. In terms of the comparison of the system of undergraduate management information and the growth records portfolio system, it summarizes the advantages and disadvantages of the two systems and makes best use of the advantages and bypasses the disadvantages. It can be integrated a new growth records portfolio according to information technology. The effects were shown up in undergraduate management according to the practice of this system. This system sets up a platform of personality and brilliance, and the effectiveness of management was improved. This system makes a significant attempt for the management of undergraduate.

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Ward, John M. "Information Systems and Technology Application Portfolio Management – an Assessment Or Matrix-Based Analyses." Journal of Information Technology 3, no. 3 (September 1988): 205–15. http://dx.doi.org/10.1057/jit.1988.36.

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Ward, John M. "Information Systems and Technology Application Portfolio Management – an Assessment of Matrix-Based Analyses." Journal of Information Technology 3, no. 3 (September 1988): 205–15. http://dx.doi.org/10.1177/026839628800300309.

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Vlahov, Rebeka D., Maja Klindžić, and Mladen Radujković. "INFORMATION MODELING OF BEHAVIORAL PROJECT MANAGEMENT COMPETENCIES." Information Technologies and Learning Tools 69, no. 1 (February 25, 2019): 186. http://dx.doi.org/10.33407/itlt.v69i1.2713.

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The application of project management practices in contemporary business is continuously increasing with the aim of delivering the work packages in a more cost-conscious and controlled way while making the best use of limited human resources to meet customer requirements and create competitive advantage. In order to be considered competent, individuals working in the field should demonstrate a certain level of knowledge, skills, and abilities – assessed, developed or improved through a certification system. Taking into account the importance of information modeling and technology in the domain of project management as a set of practices that determine structure, lifecycle and accessibility requirements of information and the emphasis placed on the behavioral competencies of project, program and portfolio managers, the authors of the paper focused on exploring the challenges and specificities of the project management profession in Croatia. Empirical research was conducted in two steps. Firstly, a qualitative research was done using in-depth interviews with a member of the editorial board of a new project management international certification standard and two representatives of the certification body in Croatia: the director and the assessor. The collected data were analyzed using grounded theory approach and results in four main areas were obtained: project management and certification challenges, addressing certification body needs, the missing link between educational institutions and project management in practice and key project management competencies. In the next step, a quantitative research with a questionnaire as a research instrument was conducted among 53 certified project, program and portfolio managers in Croatia regarding their perception of the importance of the behavioral project management competencies. The results show that the majority of the certified experts in the field consider "leadership" to be the most important behavioral project management competency, closely followed by teamwork and self-management, while relations and engagement, conflict and crisis as well as negotiation and resourcefulness are considered to be of the least importance for conducting the project, program, and portfolio successfully. Statistically significant differences in assigning importance to various project management competencies were revealed with regard to several respondents' independent characteristics.

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Likhushina, Marina, and Galina Radchenko. "E-portfolio as a tool of pedagogical management in the virtual information and educational environment of the university." E3S Web of Conferences 273 (2021): 12065. http://dx.doi.org/10.1051/e3sconf/202127312065.

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One of the main tasks of the modern education system is not just to transfer to students as much knowledge as possible, but rather the ability to extract it, the ability to navigate the flow of up-to-date information. The quality and reliability of the future specialist’s knowledge, his ability to solve complex issues independently, and the success of his future professional activities depend on the organization of pedagogical management in the educational activities of students. The virtual educational environment is understood as an arbitrarily constructed structure of the information environment, consisting of a set of autonomous subjects which connections are nonlinear and probabilistic. The virtual educational environment implements students’ life strategies and values in digital social interaction. The purpose of the research is to determine the features of using the pedagogical technology of creating a portfolio in the electronic form as a tool of pedagogical management in the virtual information and educational environment of the University. The objectives of the research are to analyze the components of the electronic portfolio of students and compare them with the stages of implementation of the pedagogical technology for creating a students’ portfolio. The solution of the research tasks is based on the criterion of improving the professional literacy of the university students and evaluating their achievements using e-portfolio technology.

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Gellweiler, Christof. "Connecting Enterprise Architecture and Project Portfolio Management." International Journal of Information Technology Project Management 11, no. 1 (January 2020): 99–114. http://dx.doi.org/10.4018/ijitpm.2020010106.

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Enterprise architecture (EA) and project portfolio management (PPM) are key areas when it comes to connecting enterprise strategy and information technology (IT) projects. Both management disciplines enhance business capabilities, integrate skilled resources, and govern affiliated processes and functions. A skillful comprehension of the links between these managerial areas is essential for effective IT planning. This article elaborates on the common grounds and structural attachment of EA and PPM, showing the substantiated relations between them and demonstrating their cohesiveness. From strategic planning to solution delivery, a conceptual model for IT project alignment integrates these IT management disciplines over two levels. EA ascertains the technical goals and constraints, whereas PPM determines the organizational goals and constraints. The results from both sides are combined to jointly propose, select, prioritize, and schedule IT projects. Roadmapping is a suitable approach to bring EA and PPM together.

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Maroofi, Fakhraddin. "Analyzing Companies Use of Information Technology Portfolio Management as an Aid to it Investments Management (Case Study)." International Journal of Asian Social Science 6, no. 9 (2016): 487–96. http://dx.doi.org/10.18488/journal.1/2016.6.9/1.9.487.496.

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Oliveira, Jairo Cardoso, and Roque Rabechini Jr. "Green IT and the right portfolio of sustainable projects." Base - Revista de Administração e Contabilidade da Unisinos 18, no. 1 (April 20, 2021): 106–25. http://dx.doi.org/10.4013/base.2021.181.05.

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Sustainable development in the information technology industry is known as Green IT. Considering the need to generate consistent and sustainable IT projects, this paper presents a study on how Green IT criteria are used in the portfolio selection of information technology infrastructure projects. Method used was the multiple case studies, characterized by a qualitative evaluation. Object of this work was composed of sustainable companies whose shares are traded on the stock exchange, considering sustainability indexes. In addition to analysing the project portfolio management process, this work identified ten criteria that can be used to select information technology projects. We found that these criteria are not cost generators, but act on the tripod of cost reduction, maintenance or performance improvement and sustainability.

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Topani, Hendra Maya. "THE STRATEGIC PLANNING OF IS/IT AT PT. LINTAS GROUP." CommIT (Communication and Information Technology) Journal 5, no. 2 (October 31, 2011): 38. http://dx.doi.org/10.21512/commit.v5i2.558.

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The purpose of this study is to find the requirement of Information Systems and Information Technology (IS/IT) in the development of the construction of Base Transceiver Station tower (BTS). The methodology that is used is the method of Ward and Peppard. The relevant data were extracted from interviews with the management. Questionnaires were distributed to 16 respondents, and observation was made accordingly. The results of this study are in the form of the application portfolio recommendation, proposal of the IT Division enhancement and the action time of IS/IT. The planning of IS/IT is as a guiding framework for the development of future changes at PT. Lintas Group.Keywords: Information System, Technology Information, application portfolio, telecommunication.

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Wanotayapitak, Sukosol, Kobkiat Saraubon, and Prachyanun Nilsook. "Process Design of Cooperative Education Management System by Cloud-based Blockchain E-portfolio." International Journal of Online and Biomedical Engineering (iJOE) 15, no. 08 (May 14, 2019): 4. http://dx.doi.org/10.3991/ijoe.v15i08.10374.

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The digital competence is necessary for 21st century living, but from several countries survey, a large number of people still have insufficient digital competence. Moreover, from literature study found three problems of today cooperative education information system, (1) lack of information sharing among university community, (2) lack of connect information to public, and (3) lack of enhancing 21st century learning skill. This paper proposes a process design of cooperative education management system by using the integration of cooperative education, E-Portfolio, digital competence framework 2.0, cloud computing technology, and blockchain technology. These processes make result of digital competence assessment credible and share to open digital labor market finally.

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Lappi, Teemu Mikael, Kirsi Aaltonen, and Jaakko Kujala. "Project governance and portfolio management in government digitalization." Transforming Government: People, Process and Policy 13, no. 2 (May 20, 2019): 159–96. http://dx.doi.org/10.1108/tg-11-2018-0068.

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Purpose This paper aims to increase the current understanding of the connection between operational level information and communication technology (ICT) projects and national level digital transformation by researching how project governance structures and practices are applied in an e-government context. Design/methodology/approach An elaborative qualitative study through public documentary analysis and empirical multi-case research on Finnish central government is used. Findings The study constructs a multi-level governance structure with three main functions and applies this in an empirical setting. The results also describe how different governance practices and processes, focusing on project portfolio management, are applied vertically across different organizational levels to connect the ICT projects with the national digitalization strategy. Originality/value This study integrates project governance and portfolio management knowledge into public sector digitalization, thus contributing to project management, e-government and ICT research streams by improving the current understanding on the governance of ICT projects as part of a larger-scale digitalization. This study also highlights perceived gaps between current governance practices and provides implications to managers and practitioners working in the field to address these gaps.

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Zulkifli, Mohamed, Basri Basaruddin Shah, Mohd Daud Norzaidi, and Siong Choy Chong. "Portfolio diversification: the role of information technology in future investment decision-making." International Journal of Electronic Finance 2, no. 4 (2008): 451. http://dx.doi.org/10.1504/ijef.2008.021805.

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Dias Canedo, Edna, Ana Paula Morais do Vale, Rafael Leite Patrão, Leomar Camargo de Souza, Rogério Machado Gravina, Vinicius Eloy dos Reis, Fábio Lúcio Lopes Mendonça, and Rafael T. de Sousa. "Information and Communication Technology (ICT) Governance Processes: A Case Study." Information 11, no. 10 (September 29, 2020): 462. http://dx.doi.org/10.3390/info11100462.

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Information and Communication Technology (ICT) Governance is increasingly necessary and present in organizations aiming to improve the maturity of their ICT processes. This paper presents an analysis of the ICT Governance processes of a Brazilian Federal Public Administration agency. To assess the maturity of the ICT Governance processes, we surveyed and diagnosed the processes performed by the agency and organized a series of meetings/discussions to assist in the improvement and modeling of the processes related to the ICT Contract Planning process. As a result, we proposed improvements and identified the maturity level of the existing ICT processes, also assessing the awareness of employees of the General Coordination of Information Technology regarding these processes. Our findings reveal that the agency still needs to implement the following processes: (1) ICT People Management; (2) Business Process Modeling (Automated/to Automate); (3) Change Management; (4) Execution Monitoring of the ICT Projects and Services Portfolio; and (5) ICT Service Continuity Management. We also identified several artifacts that need to be implemented by the agency in different processes and collected survey participants’ suggestions about new processes to improve the maturity in ICT Governance.

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Ernst, Holger, and Ulrich Lichtenthaler. "Innovation portfolio management: an understudied driver of innovation success?" International Journal of Technology Intelligence and Planning 5, no. 2 (2009): 111. http://dx.doi.org/10.1504/ijtip.2009.024173.

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Wildemann, Horst. "R&D-portfolio management of German industrial enterprises." International Journal of Technology Intelligence and Planning 5, no. 2 (2009): 191. http://dx.doi.org/10.1504/ijtip.2009.024190.

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Rosero, Raúl H., Igor Aguilar Alonso, Maria A. Procel, and Omar S. Gómez. "Best Practices and Methodologies for IT Project Portfolio Management." KnE Engineering 1, no. 2 (January 30, 2018): 125. http://dx.doi.org/10.18502/keg.v1i2.1490.

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Abstract. In today's business environment, a key factor for decision making is the IT projects portfolio management (ITPPM). IT projects must be aligned with the objectives, goals and strategies, which is achieved through the appropriate application of a methodology for ITPPM. The experienced application of a methodology depends on the experience of the managers of ITPPM, considering that the application of methodologies generates best practices, it becomes necessary to study some of the more representative methodologies and obtain the best practices that allow novice administrators to initiate their portfolio management activities in information technology projects. In this article, three methodologies are studied, from which best practices are obtained, as results; a hierarchy of best practices is obtained so that project managers can be guided or introduced in their field.

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SHI, YONG, YI PENG, WEIXUAN XU, and XIAOWO TANG. "DATA MINING VIA MULTIPLE CRITERIA LINEAR PROGRAMMING: APPLICATIONS IN CREDIT CARD PORTFOLIO MANAGEMENT." International Journal of Information Technology & Decision Making 01, no. 01 (March 2002): 131–51. http://dx.doi.org/10.1142/s0219622002000038.

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Data mining becomes a cutting-edge information technology tool in today's competitive business world. It helps the company discover previously unknown, valid, and actionable information from various and large databases for crucial business decisions. This paper provides a promising approach of data mining to classify the credit cardholders' behavior through multiple criteria linear programming. After reviewing the history of linear discriminant analyses, we will describe first a model for classifying two-group (e.g. bad or good) credit cardholder behaviors, and then a three-group (e.g. bad, normal, or good) credit model. Besides the discussion of the modeling structure, we will utilize the well-known commercial software package SAS to implement this technology by using a real-life credit card data warehouse. A number of potential business and financial applications will be finally summarized.

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Györy, Andreas, Anne Cleven, Falk Uebernickel, and Walter Brenner. "Finding Balanced Scorecards for Business Driven IT Service Portfolio Management." International Journal of IT/Business Alignment and Governance 3, no. 1 (January 2012): 63–78. http://dx.doi.org/10.4018/jitbag.2012010104.

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During the last decades information technology (IT) management has changed. Starting from being a costly and rare resource, IT has evolved into a vital enabler for almost any kind of business today. This development demands for highly flexible management concepts allowing the business to actively control and govern IT performance. A widely used approach for multi-dimensional performance measurement in the context of IT management is the Balanced Scorecard (BSC). The authors aim at investigating the state of the art of IT BSC use through a comprehensive literature analysis. They also evaluate the adaptability of the different types of this concept to the most recent developments in IT management.

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Hsieh, Heng-Hsing, and Kathleen Hodnett. "Cross-Sector Style Analysis Of Global Equities Based On The Fama And French Three-Factor Model." International Business & Economics Research Journal (IBER) 11, no. 2 (July 17, 2012): 161. http://dx.doi.org/10.19030/iber.v11i2.7156.

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Although the ability of the Fama and French (1993) 3-factor model in explaining style-based portfolio returns have been widely tested, no such test has been conducted on sector-based portfolios. The study conducted by Hsieh and Hodnett (2011) indicate that the resource sector yields significant abnormal returns under the capital asset pricing model (CAPM) over the period from 1999 to 2009. In addition, the book value-to-market ratio and market capitalization are found to have pervasive effects on the pricing of sector returns for global equities. Motivated by this insight, we undertake to test the ability of the Fama and French (1993) 3-factor model in explaining the variations in the global sector returns. Our test results indicate that the market risk premium is the most significant factor that drives the returns in all sectors under review. Although the positive abnormal returns of the resource sector dissipates under the 3-factor model, the industrial sector and the information technology (I.T.) sector yield abnormal returns under the 3-factor model. Unlike the empirical findings on the style portfolios, the signs and statistical significance of the exposures to the value and size risk premiums are not consistent across all sectors. This finding suggests that sector exposures are more unique and distinctive compared to the style portfolios. It could be argued that since most of the style portfolios are directly related to the value and size anomalies, any factor model that incorporates risk premiums on these anomalies would significantly explain the style portfolio returns. However, the ability of such factor model in explaining returns on portfolios formed using methodologies other than style anomalies, such as sector portfolio returns, would be questionable. Taking into account the rising global integration, sector allocation might be more effective in terms of global active portfolio management or international diversification than style allocation and country allocation.

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Small, Michael H. "Justifying investment in advanced manufacturing technology: a portfolio analysis." Industrial Management & Data Systems 106, no. 4 (April 2006): 485–508. http://dx.doi.org/10.1108/02635570610661589.

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SCHWARZ, LEROY B. "A NEW TEACHING PARADIGM: THE INFORMATION/ CONTROL/BUFFER PORTFOLIO." Production and Operations Management 7, no. 2 (January 5, 2009): 125–31. http://dx.doi.org/10.1111/j.1937-5956.1998.tb00444.x.

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Williandy, Moch Aldoris, Mohammad Imamuddin Adani, and Renny Sari Dewi. "Penilaian Kinerja Investasi TI Menggunakan Val IT 2.0 pada Aplikasi Kependudukan Online Pemerintah Kota X." JURIKOM (Jurnal Riset Komputer) 7, no. 1 (February 15, 2020): 130. http://dx.doi.org/10.30865/jurikom.v7i1.1872.

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The use of information technology (IT) now has experienced a very big change, from merely a tool to interact, now turning to the forefront in community service, especially in Government Institutions. Increasingly the issue of Smart City is encouraging every city in Indonesia to continue to innovate in developing information technology. The Val IT Framework provides guidelines, processes and practical support that can help leaders of government agencies understand and carry out their role as determinants of IT application development. Val IT consists of 3 (three) main process domains, namely Value Governance, Portfolio Management and Investment Management. This research is expected to be able to assess the development of information technology applications carried out at City Government Institution X as a case study place, so that the institution's management can determine the best decisions in developing its information technology.

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Baškarada, Saša, and Brian Hanlon. "Strategic management of multi-business portfolios in the public sector." Journal of Advances in Management Research 14, no. 4 (October 2, 2017): 466–80. http://dx.doi.org/10.1108/jamr-03-2017-0032.

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Purpose The purpose of this paper is to adapt the traditional corporate portfolio management approach to the strategic management of multi-business portfolios in the public sector. Design/methodology/approach The approach presented in this paper is based on a research project conducted within the Defence Science and Technology Group, Australian Department of Defence. It was developed iteratively and incrementally over the course of one year with a reference group comprising 15 middle management representatives and several members of the senior management team. Findings The approach developed comprises a multi-stage process and an assessment framework designed to capture the complexity of the problem space, build a strategic narrative, and facilitate senior leadership decision-making. The process is aimed at eliciting the required information, promoting contestability of the results, ensuring appropriate consultation, and ultimately achieving senior leadership consensus on priorities. The assessment framework is used to assess and visualize the balance of organizational capabilities. Originality/value By synthesizing and visualizing information on past performance and future potential, the approach presented in this paper may be used to facilitate strategic decision-making by senior management in the public sector.

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Dhaniawaty, R. P., and E. Susilawati. "The Evaluation of Information Technology Investment Management using the Domain of Portfolio Management (PM) Val IT Framework 2.0 in PT.XYZ." IOP Conference Series: Materials Science and Engineering 407 (September 26, 2018): 012129. http://dx.doi.org/10.1088/1757-899x/407/1/012129.

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Heimonen, Jesse, and Marko Kohtamäki. "Measuring new product and service portfolio advantage." International Entrepreneurship and Management Journal 15, no. 1 (October 23, 2018): 163–74. http://dx.doi.org/10.1007/s11365-018-0548-x.

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Drivas, Kyriakos, and Andreas Panagopoulos. "Using the patent term changes in assessing the evolution of patent valuation from filing to maturity." European Journal of Innovation Management 19, no. 4 (October 10, 2016): 528–46. http://dx.doi.org/10.1108/ejim-04-2015-0027.

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Purpose The authors argue that the patent term change introduced in Trade Related Aspects of Intellectual Property Rights (TRIPS) in the USA inadvertently offered a metric of self-valuation of patents at the time of filing, affirming the ability of Drugs and Chemical patents to offer greater R&D incentives than other technology fields. As renewals also offer a metric of self-valuation, the authors find that upon renewal Computer patents are found to offer greater R&D incentives than Drugs and Chemicals. The purpose of this paper is to inquire as to why Computer patents are considered as more valuable in the post grant period, even though they were not considered as valuable upon filing. The authors advance the idea that patents can increase in value if encompassed in a patent portfolio. Design/methodology/approach The authors employ the introduction of the TRIPS agreement in the USA. In order to facilitate the move to TRIPS, the USPTO (unexpectedly) allowed applicants who filed prior to June 8, 1995 a patent length that was equal to the maximum of two regimes. Therefore, applicants that filed before the deadline were given a possible small extension of their patent’s time length. The authors use this change and renewal data to infer firms’ self-valuation of patents. For this reason, the authors acquire information for all utility patents that were filed around June 8, 1995 data project. Findings The authors offer an additional explanation that is related to the increasingly commonplace build up of patent portfolios: patents can increase in value if encompassed in a portfolio. Such portfolios are bundles of patents whose means to an end lays in their strength in numbers. As Lanjouw and Schankerman (2004) note, when a patent is added to a portfolio the cost of defending a technology against infringement allegations decreases. To rephrase, a patent is regarded as the additional foot-soldier who aids the firm, arm-in-arm, in defending its technological territory and in fulfilling its strategic goal. Originality/value The originality stemming from the paper is that policy makers that aim to tackle patent proliferation should not focus their attention to individual patents. Instead, they should target policies toward patent portfolios, because they provide the means of endowing patents with the extra weight that makes filing and renewing irrelevant patents worthwhile.

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Fateev, Nikolai, and Iryna Zaporozhets. "MECHANISMS OF OPERATIONAL PORTFOLIO MANAGEMENT OF PROJECTS IN SHIPBUILDING AND SHIP REPAIR." Economics & Education 6, no. 1 (May 28, 2021): 56–59. http://dx.doi.org/10.30525/2500-946x/2021-1-9.

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Over the past decades, the competitiveness of enterprises in the world shipbuilding and ship repair markets is being determined by the level of development of information and communication technologies, on the basis of which global value chains are being formed. The shipbuilding 4.0 methodology is being introduced in the industry, which is based on the advanced technologies of the fourth industrial revolution. The aim of the article is to study the models and mechanisms for portfolio management of shipbuilding and ship repair enterprises on the basis of modern information technology for the effective implementation of strategic goals and sustainable development. The basis of the organizational and methodological support of portfolio management of shipbuilding enterprises is a system of planning and accounting units. This is a three-level model for the shipbuilding work breakdown. The first level of work breakdown consists of shop stages (list of works performed by a certain production department). The second level of work breakdown is technological sets that are being formed in the process of production planning on the principles of structural and technological unity of work and are the basic elements in the intershop operational management. Technological operations are carried out at the third level of work breakdown (brigade sets). At the upper levels of shipbuilding work breakdown, all the key features of project management take place. Technological sets are recommended to be used as an information and analytical basis when developing the network models at the upper levels of structural work breakdown. The methodology for portfolio management of projects of a shipbuilding enterprise described in the article is aimed at aligning the goals and objectives of individual projects and the portfolio as a whole with the strategic plans of the enterprise.

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Carroll, Jennie, and Blaize Horner Reich. "Technology Portfolios." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 48, no. 1 (February 8, 2017): 75–92. http://dx.doi.org/10.1145/3051473.3051478.

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Leong, Siew Meng, and Kian Guan Lim. "Extending Financial Portfolio Theory for Product Management." Decision Sciences 22, no. 1 (January 1991): 181–93. http://dx.doi.org/10.1111/j.1540-5915.1991.tb01270.x.

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Ahsen, Anette Von, and Marcel Heesen. "Innovation portfolio management: a framework for SMEs in the automotive industry." International Journal of Technology Intelligence and Planning 5, no. 2 (2009): 138. http://dx.doi.org/10.1504/ijtip.2009.024175.

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Kock, Alexander, Babette Schulz, Julian Kopmann, and Hans Georg Gemünden. "Project portfolio management information systems’ positive influence on performance – the importance of process maturity." International Journal of Project Management 38, no. 4 (May 2020): 229–41. http://dx.doi.org/10.1016/j.ijproman.2020.05.001.

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Reed, J. V. "Exploitation of Research in UK Universities." Industry and Higher Education 5, no. 4 (December 1991): 228–32. http://dx.doi.org/10.1177/095042229100500407.

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This article looks first at the subject of technology transfer. Patent portfolio management is discussed, followed by research grants and contracts, and spin-off companies. Issues related to intellectual property management are then covered, including ownership, copyright and confidential information. The article stresses the many changes in approach that have taken place in UK universities in the last 10 years and which seem set to continue.

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Neizvestny, Sergei Ivanovich. "On the use of taxonomy in the field of information technology." Transportation systems and technology 2, no. 1 (December 15, 2016): 89–111. http://dx.doi.org/10.17816/transsyst20162189-111.

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In many areas of scientific knowledge, the application of the taxonomy showed high efficiency in systematization and regularization of the initial data, processing, analysis and conclusions on the basis of which the construction of new knowledge. However, in the field of information technology (IT) system using the taxonomy, except for some fragmentary cases, weren’t observed. In this paper is drawn attention to scientific and methodological possibilities of the taxonomy in IT, describes the main approaches in applying the taxonomy in information technology, provides an example of a road map for the application of the taxonomy in information technology major companies, and also describes the role and functions of taxonomy in the corporate system of project management, given taxonomy metrics and indicators of the project portfolio. It is shown that the taxonomy as one of the main tools of self-regulation, synergy enterprises is an important tool for improving productivity and quality of business processes, development of institutional capacity. Author emphasizes the fundamental role of taxonomy in the process of goal setting and systematization of objective fulfillment of projects.

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Journal articles on the topic 'Information technology Portfolio management'

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