Relevant bibliographies by topics / Project Portfolio Governance

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Project Portfolio Governance'

Author: Grafiati
Published: 1 July 2021
Last updated: 17 February 2022

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Journal articles on the topic "Project Portfolio Governance"

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Banjanin, Goran, and Vjeran Strahonja. "Factors of Risk Reduction in Agile and Lean Enabled Governance of IT Project Portfolios." Journal of Business and Economics 10, no. 4 (April 20, 2019): 302–15. http://dx.doi.org/10.15341/jbe(2155-7950)/04.10.2019/004.

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The subject of this paper is project portfolio governance and its improvement based on agile and lean methods and concepts. The main objective is to propose a new conceptual governance framework which improves the management of project portfolio processes’ execution and reduces the risks of portfolio components’ implementation. The existing project portfolio models and governance processes use traditional principles, regulation, planning, and control methods, which require enhancement to ensure the portfolio management processes are followed in successful project implementation. The agile and lean project portfolio governance is a relative new domain for which the awareness and practical results related to influence on governance processes, risks, and quality are missing. The contribution is foremost methodological in introduction of agile and lean portfolio governance methods and processes, followed by the agile and lean governance framework, and conclusively in revealing the factors of risk reduction in the agile and lean enabled project portfolio governance with the emphasis on implementation risks reduction.
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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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Breault, Michael R., and Simon Cleveland. "Toward Enterprise Approach for Project Portfolio Risk Management." International Journal of Information Technology Project Management 11, no. 2 (April 2020): 90–104. http://dx.doi.org/10.4018/ijitpm.2020040106.

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Extant literature suggests that organizations struggle with risk evaluation as part of their project portfolio selection. The lack of intentional intervention on the part of portfolio leadership, risk management processes, and practices executed by individual projects may not support optimal risk management at the portfolio level. As a result, portfolio managers are tasked with the identification of common risks and opportunities across projects and are required to respond with strategies that are beyond the scope of a project manager's authority. To address the problem, this study identifies the gaps in the extant literature in portfolio approaches to project risk management, recommends techniques for managing common project risks collectively at the portfolio level, and emphasizes the role of the organization in fostering effective risk management at the project level, particularly in the realm of data governance.
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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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Mosavi, Ali. "Exploring the roles of portfolio steering committees in project portfolio governance." International Journal of Project Management 32, no. 3 (April 2014): 388–99. http://dx.doi.org/10.1016/j.ijproman.2013.07.004.

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Bouraad, Fatat. "IT Project Portfolio Governance: The Emerging Operation Manager." Project Management Journal 41, no. 5 (December 2010): 74–86. http://dx.doi.org/10.1002/pmj.20083.

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Valverde-Alulema, Francisco, and Faraón Llorens-Largo. "Rubric for Evaluating the Alignment of the IT Project Portfolio with IT Governance in Universities." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 52, no. 3 (August 10, 2021): 56–76. http://dx.doi.org/10.1145/3481629.3481634.

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Organizations are currently using the potential of IT to achieve their strategic objectives. IT governance ensures that decisions related to information technologies are aligned with business needs and strategies. One of the best practices to introduce a culture of IT governance is the implementation of the IT project portfolio. However, there is a lack of studies that support this claim. We developed a rubric to evaluate the portfolio of IT projects of a university to determine its strategic nature and its alignment with the principles of IT governance. After a phase of qualitative research, we designed a survey to collect quantitative data in a real scenario. We contrasted these data with the estimated scenario through the results obtained in the previous phase. The objective of this research is to validate and improve the starting proposal as a result of qualitative research. This survey has been answered by Spanish public universities that have implemented a portfolio of IT projects and whose IT managers are aware of the ISO/IEC 38500 standard and its principles. The results have allowed us to design a rubric that can be used by universities to evaluate the relationship between the elements and the advantages of the IT project portfolio and its alignment with IT governance.
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Volden, Gro Holst, and Bjorn Andersen. "The hierarchy of public project governance frameworks." International Journal of Managing Projects in Business 11, no. 1 (March 5, 2018): 174–97. http://dx.doi.org/10.1108/ijmpb-04-2017-0040.

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Purpose The purpose of this paper is to study public project governance frameworks in various ministries and agencies in Norway, following the introduction of such a framework on the topmost level (i.e. the cabinet) which applies to the very largest projects. Design/methodology/approach The study is methodologically designed as a qualitative assessment of project governance frameworks that apply to state-funded investment projects in selected sectors, based on data gathered through document reviews and interviews. Findings The study finds that all of the agencies have introduced their own project governance frameworks, which are basically consistent with the recommendations from the project management literature and with the cabinet’s overall requirements in Norway. By contrast, only one ministry has taken a formalized role as a project owner. Governance tasks thus seem to be extensively delegated to the subordinate agencies. This even includes strategic tasks such as project selection and portfolio management, and implies there is a risk that public project governance has a narrow and internal focus. Originality/value The paper is a first step toward a better understanding of public project governance as a hierarchical system and the relationship between project owners on three levels, the cabinet, the sectoral ministry, and the government agency.
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Khan, Asadullah, Muhammad Waris, Ishak Ismail, Mirza Rizwan Sajid, Zaigham Ali, Mahfooz Ullah, and Ammar Hussain. "Investigating the Practices of Project Governance in Public Sector Infrastructure Program in Pakistan." Advances in Civil Engineering 2019 (June 4, 2019): 1–11. http://dx.doi.org/10.1155/2019/7436592.

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The governance of public sector infrastructure projects became an important area of interest in the literature on project management. Today, it is a focal point for policymakers to ensure successful appraisal and implementation of government-sponsored programs. This paper aims to investigate the current practices of project governance (PG) for steering the public sector infrastructure program in Pakistan. An empirical investigation was carried out among professionals of public sector organizations involved in different infrastructure development projects. Latent construct of PG was validated through second-order confirmatory factor analysis (CFA) and quantified the three dimensions of PG, i.e., portfolio direction (PD), sponsorship, effectiveness, and efficiency (SEE), and disclosure and reporting (DR) through the relative importance index (RII) method. The result showed that DR is among the least practicing dimension having RII = 0.55, while PD and SEE have shown similar prevalence with RII = 0.70 and 0.69, respectively. Overall, the most practicing item in the PG was “the alignment of portfolios with objectives and strategy” whereas the lowest practicing item relates to the “completeness of project information distribution due to the multi-layered bureaucratic system.” The findings of this study will guide the decision makers to take appropriate measures for enhancing the effectiveness of PG in Pakistan.
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Zhai, Zhao, Ming Shan, Amos Darko, and Yun Le. "Visualizing the Knowledge Domain of Project Governance: A Scientometric Review." Advances in Civil Engineering 2020 (February 19, 2020): 1–15. http://dx.doi.org/10.1155/2020/6813043.

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Over the past two decades, project governance has attracted increasing attention from researchers and practitioners worldwide and has become an important research area of project management. However, an inclusive quantitative and systematic analysis of the state-of-the-art recently available research in this field is still missing. This study attempts to map the global research on project governance through a state-of-the-art review. A total of 285 bibliographic records were retrieved from the Web of Science Core Collection database and analyzed by the visual analytic tool—CiteSpace. The results indicated that there has been an increasing research interest in project governance. The most productive and the most highly cited author in the area of project governance is Müller R., and most of the existing project governance research achievements are from Australia, China, USA, and Norway. By synthetically analyzing the keywords, future research might focus on governance of megaprojects and project success. Additionally, 9 knowledge domains of project governance were identified, including conceptual framework, public projects, governance structure, governance context, megaproject governance, contractual and relational governance, sustainability, portfolio governance, and project success. This study contributes to the body of knowledge by mapping the existing project governance research. It is particularly helpful to new and early-stage researchers who plan to do research on project governance, as it can provide them an overview of project governance research, including key authors, main institutions, hot topics, and knowledge domains. Moreover, the findings from the study are beneficial to industry practitioners as well, as they can help industry practitioners understand the latest development of governance theory and practice and thereby help them locate the best governance strategies for project management.
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Dissertations / Theses on the topic "Project Portfolio Governance"

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Hristova, Vesela, and Claudia Müller. "Project Portfolio Management & Strategic Alignment : Governance as the Missing Link." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, EMM (Entrepreneurskap, Marknadsföring, Management), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-9575.

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Introduction – Project-based organizations face a series of challenges when trying to implement and manage their project portfolios successfully in line with their strategic goals. Good project portfolio management (PPM) practices play a crucial role in maintaining well performing portfolios, but PPM is still a fairly new academic field. And it was found that the current PPM literature embodies a gap in providing explicit governance criteria to assure consistent portfolio decision-making. Problem – What are the criteria of portfolio governance that contribute to better aligning the project portfolio to organizational strategy? Do project-based organizations in fact not implement a governance framework to guide their decision-making rationale? If there is some sort of a governance framework, do project-based organizations implement it in a consistent manner every time they take portfolio-related decisions? Purpose – The purpose of this study is two-fold. First, we attempt to fill a gap in the current PPM literature by proposing a portfolio governance framework that could enhance project portfolio decision-making. Secondly, it is our goal to find out whether decision makers in project-based organizations consistently cover all issues related to portfolio governance at portfolio meetings. Methodology – The study employs both qualitative & quantitative methods to fulfill the two-fold nature of the study. A Portfolio Governance Framework, comprising 26 statements, was developed on the grounds of existing literature on PPM, strategy & governance. The proposed Framework was then used as a basis to carry out an online survey in which 31 respondents (executive level) from 25 project-based organizations (operating in Sweden) were asked about how consistent they are in discussing relevant portfolio governance issues. Conclusion – The empirical findings of this study indicate that the majority of project-based companies do not employ a governance framework when it comes to portfolio decision-making. In the few cases that they do, it is mostly a set of policies that is not applied on a consistent basis.
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Unnefors, Amanda. "Framgångsfaktorer för portföljstyrning av verksamhetsutvecklingsprojekt med stöd av IT : Fallstudie inom en offentlig organisation." Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-85209.

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Informationsteknologi är en framstående möjliggörare för verksamheters framtida utveckling. En verksamhets grad av framgång kommer att påverkas av i vilken utsträckning som verksamheten lyckas med styrningen av sina verksamhetsutvecklingsprojekt. Att styra enskilda projekt är svårt och att styra flera parallella projekt ökar svårighetsgraden ytterligare. Ett sätt att hantera flera projekt är att införa en projektportfölj. En lyckad portföljstyrning kommer leda till att verksamheten realiserar sina mål och strategier och får ut bästa tänkbara nytta av varje projekt. Däremot är styrningen av projektportföljer komplex och många av de mest erfarna yrkesverksamma kämpar med att få investeringarna att löna sig. Därför är det viktigt att verksamheter identifierar vilka faktorer som påverkar portföljstyrningens grad av framgång.  Syftet med denna kandidatuppsats i informatik är att identifiera och beskriva framgångsfaktorer för portföljstyrning av verksamhetsutvecklingsprojekt med stöd av IT inom en offentlig organisation. I studien har fallstudiemetoden tillämpats. En litteraturstudie har genomförts för att inhämta kunskaper och erfarenheter i tidigare forskningsstudier. Dessa har legat till grund för utformandet av en analysmodell. Primära empiriska data har samlats in genom personliga intervjuer via Teams.  Fem olika rollinnehavare från fallorganisationen har intervjuats beträffande deras erfarenheter och uppfattningar om faktorer som påverkar graden av framgångsrik portföljstyrning.  Studiens viktigaste slutsatser är: projektportföljen ska vara ihopkopplad med verksamhetens strategier, strukturer och arbetssätt ska vara både enkla att använda och anpassade till den specifika verksamheten, att möjliggöra beslutsfattande är viktigt och uppnås genom en tydlig beslutsstruktur samt genom att tilldela mandat.
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Altschmied, Martin. "Portfolio management pro malé a střední společnosti v oblasti podnikání ICT." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-165219.

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Cílem práce je zařadit koncept IT Portfolio Management do kontextu strategického řízení firmy a dále navrhnout model IT Portfolio Managementu, který by byl universálně použitelný v malých a středních podnicích. Model zohledňuje odlišnosti malých a středních podniků a zestručňuje obecný postup implementace IT Portfolio Managementu popsaný v literatuře tak, aby byl lépe srozumitelný pro management takovýchto podniků. Přínos autora je zejména v syntéze teoretických poznatků s praktickými zkušenostmi nabytými během dlouholeté praxe v IT společnosti.
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Arnaud, Charlène. "Approche fonctionnelle et dynamique du portefeuille territorial d'évènements culturels : manager la proximité pour une attractivité durable du territoire." Thesis, Aix-Marseille, 2012. http://www.theses.fr/2012AIXM1076/document.

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Cette thèse pose la question de la territorialisation de l'action publique avec pour champ d'application la culture. Il s'agit de déterminer dans quelle mesure le management stratégique du portefeuille territorial d'évènements culturels participe au management de la proximité territoriale et, par extension, à l'attractivité durable du territoire. Il s'agit dans un premier temps de rappeler les enjeux territoriaux d'un management de la proximité. L'un des concepts centraux mobilisés ici est le management territorial stratégique, entendu comme le nouveau paradigme de l'action publique locale. L'approche par les dynamiques de proximité est ensuite proposée comme grille de lecture du territoire, l'activation des potentiels de proximité permettant un renforcement de l'attractivité territoriale (Chapitre 1). Reste que l'action culturelle peut prendre des formes variées. Or, nous avons pu constater un déplacement de la politique culturelle française, anciennement fondée sur le développement d'équipements relais pour mailler le territoire et favoriser la démocratisation culturelle, et aujourd'hui soumise à un phénomène de « festivalisation ». Si l'évènement apparaît comme une forme moderne d'action culturelle, l'essoufflement constaté sur certains territoires et la mise en concurrence accrue des « destinations évènementielles », invitent à replacer l'analyse de l'évènement culturel dans une approche stratégique fonctionnelle et dynamique du portefeuille territorial d'évènements culturels. Il s'agit alors de s'interroger sur les différentes fonctions attribuées aux évènements et ce au regard d'une logique stratégique territoriale (Chapitre 2)
This work is a theoretical and methodological analysis of the public action territorialisation in the cultural field. We want to determine to which extent the strategic management of a territorial events portfolio takes part in the reinforcement of territorial proximity, and, by extension, in the sustainable attractiveness of this territory. First, we recall the territorial issues of a strategic management thought in the way of territorial proximity. One of the central concepts mobilized in this reflection is the territorial strategic management. It is understood as the new paradigm of the local public action. The “dynamics of proximity” approach is then proposed as an analytic framework of the local governance system. The activation of the potentials of proximity make a strengthening of territorial attractiveness possible (Chapter 1). Moreover, the cultural action can take many forms. However, we have seen a shift in French cultural policy. Formerly based on the development of equipment used to cover the territory and promote the democratization of culture, it is now subject to a phenomenon of “festivalization”. If the event is seen as a modern form of cultural action, the possible running out of steam as the development of a real competition on the “event destinations” marketplace invite us to place the analysis of the cultural event in a functional and dynamic approach of the territorial events portfolio. The aim is thus to consider the various functions assigned to the different events under a territorial strategic logic (Chapter 2)
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Books on the topic "Project Portfolio Governance"

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Frey, Thorsten. Governance Arrangements for IT Project Portfolio Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05661-2.

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Project Management Institute. Governance of portfolios, programs, and projects: A practice guide. Newtown Square, PA: Project Management Institute, 2016.

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Knapp, Michael. Enterprise Portfolio Governance: How Organisations Optimise Value From Their Project Portfolios. Springer, 2018.

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Knapp, Michael. Enterprise Portfolio Governance: How Organisations Optimise Value From Their Project Portfolios. Springer, 2019.

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Samset, Knut, and Gro Holst Volden. Quality Assurance in Megaproject Management. Edited by Bent Flyvbjerg. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198732242.013.17.

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This chapter discusses the Norwegian governance regime for public megaprojects and the lessons learned. Governance regimes for major public investment projects comprise the processes and systems which the financing party must implement to ensure a successful investment. Such regimes typically include a regulatory framework, compliance with agreed objectives, and sound management and resolution of issues that may arise. The challenges in securing quality at entry include identification of a conceptual solution that is economically viable and relevant with respect to the needs and often conflicting priorities in society, avoiding underestimating costs, overestimating utility and making unrealistic and inconsistent assumptions, and securing essential planning data and adequate contract regimes. The Norwegian regime involves external quality assurance of key decision documents, and has given the government greater control over the total cost of its investment project portfolio. It also ensures that decisions regarding the choice of conceptual solution are based on a broad assessment of overall needs and goals, as well as alternative ways of achieving these goals.
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Book chapters on the topic "Project Portfolio Governance"

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Frey, Thorsten. "IT project portfolio management – Evaluating, selecting, and staffing IT projects." In Governance Arrangements for IT Project Portfolio Management, 35–85. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05661-2_3.

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Cordeiro, Gonçalo, André Vasconcelos, and Bruno Fragoso. "Reference Architecture for Project, Program and Portfolio Governance." In Enterprise Information Systems, 804–32. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-75418-1_37.

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Frey, Thorsten. "Introduction." In Governance Arrangements for IT Project Portfolio Management, 1–6. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05661-2_1.

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Frey, Thorsten. "IT governance – Structures, processes, and relationships in IT decision-making." In Governance Arrangements for IT Project Portfolio Management, 7–34. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05661-2_2.

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Frey, Thorsten. "Governance arrangements for IT project portfolio management – A case study in ten companies." In Governance Arrangements for IT Project Portfolio Management, 87–156. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05661-2_4.

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Frey, Thorsten. "The impact of different governance arrangements on IT project portfolio selection outcomes – A quantitative modeling approach and simulation studies." In Governance Arrangements for IT Project Portfolio Management, 157–212. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05661-2_5.

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Frey, Thorsten. "Practical implications." In Governance Arrangements for IT Project Portfolio Management, 213–16. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05661-2_6.

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Frey, Thorsten. "Summary and outlook." In Governance Arrangements for IT Project Portfolio Management, 217–21. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05661-2_7.

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Fragoso, Bruno, André Vasconcelos, and José Borbinha. "On the Roles of Project, Program and Portfolio Governance." In Lecture Notes in Business Information Processing, 221–28. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-24854-3_15.

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Baker, Jennifer. "Project Portfolio Governance." In Portfolio Management, 87–108. Auerbach Publications, 2014. http://dx.doi.org/10.1201/b17538-8.

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Conference papers on the topic "Project Portfolio Governance"

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Cordeiro, Gonçalo, André Vasconcelos, and Bruno Fragoso. "Project, Program, Portfolio Governance Model Reference Architecture in the Classic Approach to Project Management." In 22nd International Conference on Enterprise Information Systems. SCITEPRESS - Science and Technology Publications, 2020. http://dx.doi.org/10.5220/0009155706190630.

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Serrano, Ana, Beatriz Gomez, and Carlos Juiz. "Why the governance of projects, programs and portfolios (PPP) cannot be separated from the governance of IT standard." In 2017 National Information Technology Conference (NITC). IEEE, 2017. http://dx.doi.org/10.1109/nitc.2017.8285661.

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Agrawal, J. P. N., and S. P. Srivastava. "Methodology of Risk Management in Pipeline Projects." In ASME 2013 India Oil and Gas Pipeline Conference. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/iogpc2013-9841.

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Organizations of all types and sizes face internal and external factors and influences that make it uncertain whether and when they will achieve their business objectives. The effect this uncertainty has on an organization’s objectives is “RISK”. In recent times all sectors of the economy have shifted focus towards the management of risk as the key to making organizations successful in delivering their objectives while protecting the interests of their stakeholders. Risk may be defined as events or conditions that may occur, and whose occurrence, if it does take place, has a harmful or negative impact on the achievement of the organization’s business objectives. The exposure to the consequences of uncertainty constitutes a risk. Organizations that are most effective and efficient in managing risks to both existing assets and to future growth will, in the long run, outperform those that are less so. Simply put, companies make money by taking intelligent risks and lose money by failing to manage risk intelligently. Risk management is the identification, assessment, and prioritization of risks (defined in ISO 31000 as the effect of uncertainty on objectives, whether positive or negative) followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. Risks can come from uncertainty in financial markets, project failures (at any phase in design, development, production, or sustainment life-cycles), legal liabilities, credit risk, accidents, natural causes and disasters as well as deliberate attack from an adversary, or events of uncertain or unpredictable root-cause. Several risk management standards have been developed including the Project Management Institute, the National Institute of Standards and Technology, actuarial societies, and ISO standards. Methods, definitions and goals vary widely according to whether the risk management method is in the context of project management, security, engineering, industrial processes, financial portfolios, actuarial assessments, or public health and safety. Risk management is a holistic, integrated, structured and disciplined approach to managing risks with the objective of maximizing shareholder’s value. It aligns strategy, processes, people & culture, technology and governance with the purpose of evaluating and managing the uncertainties faced by the organization while creating value. Broadly this paper deals with the objective of risk management along with identification, polarization, mitigation and governance of risks associated with pipeline projects. Further the criteria for assigning the probabilities and impact of an identified risk along with their classification based on its probability and impact are also incorporated in the paper.
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