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Journal articles on the topic 'Project portfolio performance'

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Published: 4 June 2021

Last updated: 3 February 2022

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Bible, Michael J., and Susan S. Bivins. "Evaluating strategic project and portfolio performance." Journal of Project, Program & Portfolio Management 3, no. 1 (2012): 10. http://dx.doi.org/10.5130/pppm.v3i1.2525.

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To assess performance at the portfolio level, it is vital to measure the performance of individual projects and consolidate the measurements in a mathematically meaningful way that reflects the strategic importance of the member projects. Beyond the traditional metrics, obvious questions are how to: (1) derive project strategic performance using traditional performance measurements, (2) synthesise individual project measurements into meaningful strategic performance measurements at the portfolio level, and (3) assess current project and portfolio strategic performance with respect to continued expectation of achieving strategic objectives as they progress through implementation. This article proposes solutions for the first two questions and suggests a means of approaching the third.

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Jonas, Daniel. "Empowering project portfolio managers: How management involvement impacts project portfolio management performance." International Journal of Project Management 28, no. 8 (2010): 818–31. http://dx.doi.org/10.1016/j.ijproman.2010.07.002.

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vetschera, Rudolf, and Jonatas Araùjo de Almeida. "Bounds in Tree-Based Approaches to Generate Project Portfolios in the Presence of Interactions." International Journal of Decision Support System Technology 13, no. 4 (2021): 50–70. http://dx.doi.org/10.4018/ijdsst.2021100104.

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Portfolio decision models have become an important branch of decision analysis. Portfolio problems are inherently complex, because of the combinatorial explosion in the number of portfolios that can be constructed even from a small number of items. To efficiently construct a set of portfolios that provide good performance in multiple criteria, methods that guide the search process are needed. Such methods require the calculation of bounds to estimate the performance of portfolios that can be obtained from a given partial portfolio. The calculation of such bounds is particularly difficult if interactions between items in the portfolio are possible. In the paper, the authors introduce a method to represent such interactions and develop various bounds that can be used in the presence of interactions. These methods are then tested in a computational study, where they show that the bounds they propose frequently provide a good approximation of actual outcomes, and also analyze specific properties of the problem that influence the approximation quality of the proposed bounds.

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Shahandashti, Mohsen, Baabak Ashuri, Ali Touran, Reza Masoumi, and Edward Minchin. "Construction Portfolio Performance Management Using Key Performance Indicators." Journal for the Advancement of Performance Information and Value 10, no. 2 (2018): 85–101. http://dx.doi.org/10.37265/japiv.v10i2.16.

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The purpose of this study is to determine the relative importance of key results areas (KRAs) and develop key performance indicators (KPIs) for construction portfolio performance management. The research methodology consists of the following steps: (1) Designing and conducting a fact-finding survey of owners and contractors to determine the relative importance of KRAs; (2) Designing and conducting structured interviews to develop KPIs; and (3) Assessing the usefulness of the results. Unlike the literature that has consistently highlighted the importance of risk management for construction portfolio performance management, risk management is not among top five KRAs (schedule, cost, cash flow, change management and safety) identified in the survey. This represents the significant gap in how research community and industry look at portfolio performance management. When it comes to dashboard development, contractors and owners have different KRAs within their dashboard for portfolio management. The limited knowledge about the relative importance of KRAs is one of the most important barriers towards managing project portfolios. This study is the first attempt to critically examine the literature and practice of construction portfolio performance management in order to highlight noteworthy differences between KRAs studied by the research community and implemented by the industry.

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Gouglas, Dimitrios, and Kevin Marsh. "Prioritizing investments in rapid response vaccine technologies for emerging infections: A portfolio decision analysis." PLOS ONE 16, no. 2 (2021): e0246235. http://dx.doi.org/10.1371/journal.pone.0246235.

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This study reports on the application of a Portfolio Decision Analysis (PDA) to support investment decisions of a non-profit funder of vaccine technology platform development for rapid response to emerging infections. A value framework was constructed via document reviews and stakeholder consultations. Probability of Success (PoS) data was obtained for 16 platform projects through expert assessments and stakeholder portfolio preferences via a Discrete Choice Experiment (DCE). The structure of preferences and the uncertainties in project PoS suggested a non-linear, stochastic value maximization problem. A simulation-optimization algorithm was employed, identifying optimal portfolios under different budget constraints. Stochastic dominance of the optimization solution was tested via mean-variance and mean-Gini statistics, and its robustness via rank probability analysis in a Monte Carlo simulation. Project PoS estimates were low and substantially overlapping. The DCE identified decreasing rates of return to investing in single platform types. Optimal portfolio solutions reflected this non-linearity of platform preferences along an efficiency frontier and diverged from a model simply ranking projects by PoS-to-Cost, despite significant revisions to project PoS estimates during the review process in relation to the conduct of the DCE. Large confidence intervals associated with optimization solutions suggested significant uncertainty in portfolio valuations. Mean-variance and Mean-Gini tests suggested optimal portfolios with higher expected values were also accompanied by higher risks of not achieving those values despite stochastic dominance of the optimal portfolio solution under the decision maker’s budget constraint. This portfolio was also the highest ranked portfolio in the simulation; though having only a 54% probability of being preferred to the second-ranked portfolio. The analysis illustrates how optimization modelling can help health R&D decision makers identify optimal portfolios in the face of significant decision uncertainty involving portfolio trade-offs. However, in light of such extreme uncertainty, further due diligence and ongoing updating of performance is needed on highly risky projects as well as data on decision makers’ portfolio risk attitude before PDA can conclude about optimal and robust solutions.

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Müller, Ralf, Miia Martinsuo, and Tomas Blomquist. "Project Portfolio Control and Portfolio Management Performance in Different Contexts." Project Management Journal 39, no. 3 (2008): 28–42. http://dx.doi.org/10.1002/pmj.20053.

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Eik-Andresen, Petter, Agnar Johansen, Andreas Dypvik Landmark, and Anette Østbø Sørensen. "Controlling a Multibillion Project Portfolio - Milestones as Key Performance Indicator for Project Portfolio Management." Procedia - Social and Behavioral Sciences 226 (July 2016): 294–301. http://dx.doi.org/10.1016/j.sbspro.2016.06.191.

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Purnus, Augustin, and Constanta-Nicoleta Bodea. "Project Prioritization and Portfolio Performance Measurement in Project Oriented Organizations." Procedia - Social and Behavioral Sciences 119 (March 2014): 339–48. http://dx.doi.org/10.1016/j.sbspro.2014.03.039.

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��, Valeriy Anshin, ��, and Evgeniya Kostinskaya. "The relationship between project management and company�s strategy: assessment of the project portfolio management influ." Russian Journal of Project Management 1, no. 1 (2012): 0. http://dx.doi.org/10.12737/101.

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In order to analyze and assess the impact of investment projects performance on company�s effectiveness, development and fundamental value, it�s essential to assess the projects that are grouped by particular similar characteristics. The purpose of this paper is to suggest the possible methodological approach for assessment of the impact of the project portfolio on the company�s effectiveness. The paper covers the essential stages of integral investment analysis of project portfolio.

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Dubois, James R., and Andrew Quarles. "Insuring the Portfolio Against Large Project Failure." SPE Reservoir Evaluation & Engineering 9, no. 06 (2006): 674–80. http://dx.doi.org/10.2118/84331-pa.

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Summary There is a growing body of literature in our industry that addresses the use of portfolio-management techniques to find "optimum" mixes of projects that meet company goals while managing risk. These investigations usually start by describing "risk" in some manner, then proceed to illustrate how combinations of properties can be chosen that minimize this risk function subject to the other goals of the company. The probabilities of meeting individual metric targets in discrete time frames also can and should be quantified. This type of analysis is valid and useful, and it forms the backbone of project portfolio management. However, when dealing with risk and probability concepts, it is easy to lose sight of the fact that specific events will occur in time and that the portfolio must include enough flexibility to allow reaction to and recovery from these events. Specifically, acceptable portfolio results may depend on a small number of projects performing at a certain level. Because the chance of these important projects not performing at this level may be relatively small, the risk is deemed "acceptable." If one of the projects subsequently fails to perform, what was once "acceptable risk" can become an exercise in salvaging a year or even saving a company. This paper shows how portfolio-management techniques can be used to plan a portfolio robust enough to recover from the potential failure of a significant project. These techniques can lead us to make investment choices today that might not be obvious if projects are evaluated solely with their expected values; those choices, if made judiciously, can provide insurance against a possible future downside. Portfolio analysis is a powerful technique, with applications far beyond the standard risk/reward exercise. The examples presented demonstrate how this analysis can be used to provide insight into the practical business questions that truly concern company management. Introduction Most strategic planning and investment analyses use the concept of expected value to consolidate results and understand them in aggregate. Expected value is a powerful concept, but it can lead the analyst astray if not used judiciously. We refer specifically to instances in which an unlikely negative outcome is obscured in an expected value context but, should it occur, would significantly harm the company's performance. In this paper, we will show how a portfolio-management model, when used in an investigative manner, can be used to reduce the potential downside in these types of situations. We start by defining the terms contained in the title of this paper:" Large Project"—a project whose failure would make it highly unlikely that the company would meet its stated goals; this shortfall would be significant." Insurance"—a relatively small payment made to avoid a potentially much larger, but less likely, cost in the future. In the context of portfolio management, insurance means finding a portfolio of projects that has a somewhat lower net present value (NPV) or other metric value than some optimum, but which is much less sensitive to a potential negative occurrence." Portfolio"—" Portfolio management" is a popular term in oil and gas economic evaluation at present, and it has been given a variety of definitions. Some use it to describe virtually any method used to compare the relative attractiveness of investments, while others consider that any variation from the "portfolio selection" work of Markowitz (1997) invalidates a portfolio-management procedure. Our definition falls between these extremes and will be detailed in the next section. We look at two examples of using portfolio-management techniques to arrive at alternate portfolios that are better suited to absorb a particular event than a simple optimization might suggest. The first example considers the failure, during the coming year, of a very large exploration prospect. This project is large enough in relation to the other prospects that the expected value of its reserves forms a significant part of the portfolio reserves additions for the 2 subsequent years. Its failure requires an immediate reshuffling of the portfolio. In this case, the insurance will entail identifying those options that need to be kept live and that need to be continued to predrilling investment, even though they were not a part of the initially selected portfolio. The second example looks at the possible loss of a division 2 years in the future. Portfolio analysis is used to find an alternate to the optimum portfolio that allows acceptable performance should this event occur and still meets all the company's initial targets if it does not occur. "Insurance" here consists of a modified investment program with a slightly lower NPV.

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El Yamami, Abir, Khalifa Mansouri, Mohammed Qbadou, and El Hossein Illousamen. "Multi-objective IT Project Selection Model for Improving SME Strategy Deployment." International Journal of Electrical and Computer Engineering (IJECE) 8, no. 2 (2018): 1102. http://dx.doi.org/10.11591/ijece.v8i2.pp1102-1111.

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Due to the limited financial resources of small and Medium-sized enterprises (SMEs), the proven approaches for selecting IT project portfolio for large enterprises may fail to perform in SMEs; SME top management want to make sure that the corporate strategy is carried out effectively by IT project portfolio before investing in such projects. In order to provide automated support to the selection of IT projects, it seems inevitable that a multi-objective approach is required in order to balance possible competing and conflicting objectives. Under such an approach, individual projects would be evaluated not just on their own performance but on the basis of their contribution to balance the overall portfolio. In this paper, we extend and explore the concept of IT project selection to improve SME strategy deployment. In particular, we present a model that assesses an individual project in terms of its contribution to the overall strategic objectives of the portfolio. A simulation using the model illustrates how SME can rapidly achieve maximal business goals by deploying the multi-objective algorithm when selecting IT projects.

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Tansakul, Nantasak, and Pisal Yenradee. "Fuzzy Improvement-Project Portfolio Selection Considering Financial Performance and Customer Satisfaction." International Journal of Knowledge and Systems Science 11, no. 2 (2020): 41–70. http://dx.doi.org/10.4018/ijkss.2020040103.

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This article develops a suitable and practical method for improvement-project portfolio selection under uncertainty, based on the requirements of a bank in Thailand. A significant contribution of this article is that the proposed method can determine an optimal project portfolio, to satisfy the customer/employee satisfaction targets and an investment budget constraint. This allows users to estimate parameters as triangular fuzzy numbers under pessimistic, most likely, and optimistic situations. Four mathematical models are proposed to maximize the defuzzified values of fuzzy NPV and fuzzy BCR, and to maximize the possibility that the project portfolio is economically justified under fuzzy situations of NPV and BCR. Results reveal that maximizing the defuzzified value of fuzzy NPV offers the most favorable result since it maximizes the current wealth of the bank. Additionally, the possibility that the entire project portfolio is economically justified under all fuzzy situations is relatively high for all numerical cases.

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Chereddy, Kiran Kumar Kumar, and Simon Cleveland. "Implementing Project Portfolio Management at Pharmaceutical Manufacturing Facilities." International Journal of Public and Private Perspectives on Healthcare, Culture, and the Environment 5, no. 2 (2021): 36–48. http://dx.doi.org/10.4018/ijppphce.2021070103.

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Pharmaceutical manufacturing facilities are complex entities that are heavily regulated by health authorities. Manufacturing sites are challenged by increased production costs, tight regulations, and heavy competition. Without a disciplined and organized management of initiatives, projects end up being terminated due to poor performance or misalignment with strategy. This study examines different types of project needs at regulated manufacturing facilities and determines how the project portfolio management processes aids the manufacturing facilities in screening and selecting projects that aid in achieving the organization's strategic goals. Moreover, the study finds not one set of criteria can fit all projects in pharmaceutical manufacturing facilities. As a result, segregation of projects into different categories and then applying funds allocation ratio and the pre-screening criteria is proposed. Finally, the study contributes new logic inputs to the screening process within the body of the program and portfolio management.

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Bathallath, Sameer, Åsa Smedberg, and Harald Kjellin. "The Viable System Model for Diagnosing and Handling IT-Project Interdependencies in Large Portfolios." International Journal of Information Technology Project Management 10, no. 1 (2019): 72–87. http://dx.doi.org/10.4018/ijitpm.2019010105.

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Adequately considering project interdependencies has shown to be a determinant of how successful IT/IS project portfolios are managed. However, this can be especially troublesome since there is no universal way to handle many project interdependencies that continue to change over time due to environmental uncertainty or unexpected decisions. This can seriously disrupt portfolio performance. In this article, the authors used the systems perspective to address the problem of managing multiple IT-project interdependencies in complex IT/IS portfolio environment. In particular, the authors propose using the cybernetic model Viable System Model to facilitate thinking and reasoning concerning the difficulty of managing IT-project interdependencies. To validate their approach and to ensure the appropriateness of it, the authors used real-world problem situations drawn from multiple case studies conducted in four leading organizations in Saudi Arabia. The findings support that the Viable System Model can be applied to assist in diagnosing and handling of IT-project interdependencies.

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Lehnert, Martin, Alexander Linhart, and Maximilian Roeglinger. "Exploring the intersection of business process improvement and BPM capability development." Business Process Management Journal 23, no. 2 (2017): 275–92. http://dx.doi.org/10.1108/bpmj-05-2016-0095.

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Purpose Despite an obvious connection, business process improvement and business process management (BPM) capability development have been studied intensely, but in isolation. The authors thus aim to make the case for the research located at the intersection of both streams. The authors thereby focus on the integrated planning of business process improvement and BPM capability development as this is where, in the authors’ opinion, both streams have the closest interaction. The authors refer to the research field located at the intersection of business process improvement and BPM capability development as process project portfolio management. The paper aims to discuss these issues. Design/methodology/approach The authors structure the field of process project portfolio management drawing from extant knowledge related to BPM, project portfolio management, and performance management. The authors also propose a research agenda in terms of exemplary research questions and research methods. Findings The proposed structure shows which business objects and interactions should be considered when engaging in process project portfolio management. The research agenda contains exemplary questions structured along the intersections of BPM, project portfolio management, and performance management. Research limitations/implications This paper’s main limitation is that it reflects the authors’ individual viewpoints based on experiences of several industry projects and prior research. Originality/value This paper addresses a neglected research field, opens up new avenues for interdisciplinary BPM research, and contributes a novel perspective to the ongoing discussion about the future of BPM.

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DONG, FENG, NICOLA CHIARA, and JAN VECER. "VALUING CALLABLE AND PUTABLE REVENUE-PERFORMANCE-LINKED PROJECT BACKED SECURITIES." International Journal of Theoretical and Applied Finance 13, no. 05 (2010): 751–65. http://dx.doi.org/10.1142/s021902491000598x.

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Public owners face a constant demand for developing new projects and for funding the renewal, maintenance and operation of existing infrastructure projects. One way to raise capitals to provide new financial resources to constrained budgets is to securitize a stream of revenue cash flows from a portfolio of mature infrastructure projects. We present a new type of PBS, the revenue performance-linked project backed securities (PBS), with embedded call and put options. In this new PBS setting, risks for issuers and buyers can be confined within a cut-off area. This risk hedging feature is expected to facilitate the trading of such products.

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Zhang, Xiaoxiong, Liping Fang, Keith W. Hipel, Song Ding, and Yuejin Tan. "A hybrid project portfolio selection procedure with historical performance consideration." Expert Systems with Applications 142 (March 2020): 113003. http://dx.doi.org/10.1016/j.eswa.2019.113003.

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Martins, Carolina Lino, Hipólito Marcelo Losada López, Adiel Teixeira de Almeida, Jonatas Araújo Almeida, and Mirian Batista de Oliveira Bortoluzzi. "An MCDM project portfolio web-based DSS for sustainable strategic decision making in an electricity company." Industrial Management & Data Systems 117, no. 7 (2017): 1362–75. http://dx.doi.org/10.1108/imds-09-2016-0412.

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Purpose The purpose of this paper is to analyze the impacts of Portfolio size effect due to scaling issues in the outcome obtained in a project portfolio selection for an electricity company in Brazil, focusing on improving business strategic performance. Design/methodology/approach The study uses a web-based decision support system (DSS), in which scaling issues are considered, incorporating results of previous work. The study evaluates 32 projects from the electricity company and compared the possible results when considering different scales. Additionally, a sensitivity analysis was conducted to analyze the robustness of the case, using the web-based DSS. Findings The results for an interval scale context showed a portfolio with 21 projects, contrasting with the correct solution of a portfolio containing 23 projects. The latter is related to a ratio scale context, with the proper transformation of weights, which was found to be robust with a sensitivity analysis using Monte Carlo simulation. This demonstrates that only appropriate models for selecting projects can improve the contribution to the company’s permanent strategies of increasing productivity, considering its constraints to achieve optimal results. Originality/value Additive value functions approach imposes certain requirements on the measurement scales used for the items in a portfolio that should not be ignored, once they have significant impact on the general portfolio results, which are directly related to the business strategic performance and the facilities of doing that with a web-based DSS.

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Biedenbach, Thomas, and Ralf Müller. "Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance." International Journal of Project Management 30, no. 5 (2012): 621–35. http://dx.doi.org/10.1016/j.ijproman.2012.01.016.

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Golghamat Raad, Nima, and Mohsen Akbarpour Shirazi. "A project portfolio selection framework for transforming Iranian universities into entrepreneurial institutions." Journal of Industry-University Collaboration 2, no. 1 (2020): 2–21. http://dx.doi.org/10.1108/jiuc-06-2019-0014.

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PurposeThis research proposes a framework by which universities can define and implement projects that transform them into entrepreneurial universities. The framework helps decision-makers identify suitable goals and strategies, gather a list of projects to fulfill the goals and strategies and prioritize the projects and form a portfolio.Design/methodology/approachIn the proposed framework, importance–performance matrix, hierarchical strategic planning, Delphi technique, DEMATEL-based ANP and a multi-objective model are used. The mathematical model consists of four objective functions including efficiency, quality and balance maximization and also cost and risk minimization. The proposed framework is applied to Amirkabir University of Technology, Tehran, Iran, and the results are brought in this paper.FindingsThe output of the proposed framework is a portfolio of projects that aims to transform a traditional university into a third-generation one. Although the final portfolio must be customized for different universities, the proposed steps of the framework can be helpful for almost all cases.Originality/valueThe suggested framework is unique and uses both qualitative and quantitative techniques for project portfolio selection.

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Laslo-Roth, Roni, Yossi Hadad, Baruch Keren, and Zohar Laslo. "Engagement of portfolio manager in assessing relative priority of project activities: Authority or perspective matter?" SIMULATION 94, no. 9 (2017): 821–34. http://dx.doi.org/10.1177/0037549717744023.

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Authority struggles are mostly coincident with relational conflicts that impede rational solutions and have destructive impacts on performance. This study revealed that disagreements with the portfolio manager about relative priority of project activities seem, to the project managers, to be groundless and are therefore suspected as authority matters. The results from implementation of a developed multiple-criteria decision-making simulation on a realistic field scenario showed that such conflicts may result from the wider perspective of the portfolio manager. Project managers’ awareness of this insight may reduce the intensity of such conflicts and by that, decrease their negative effect on the performance.

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Bourne, Michael, David Anker, Glen Chambers, and Laszlo Torjai. "How to measure and manage the UK Government’s major project portfolio." Measuring Business Excellence 24, no. 4 (2020): 461–74. http://dx.doi.org/10.1108/mbe-02-2020-0035.

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Purpose The purpose of this paper is to stimulate changes to the way performance data is used to improve performance taking the government’s use of project data as an example. Design/methodology/approach This paper uses systems theory to review the way the government’s major projects portfolio should be analysed. Findings This paper concludes that broader engagement in the analytics process should be considered as a way of improving insights and learning from reviews. The paper suggests that report alone has limited value. Research limitations/implications By taking a systems approach, this study raises questions about the methods used to manage data analysis and system improvements. Systems thinking is a useful tool to consider applications such as the performance of the government’s project portfolio, but there are many other approaches that can be applied. Practical implications This study makes very specific recommendations around the roles and responsibilities of people and teams at different levels in the system. Roles and activities are described together with recommendations about interfering in and overreaching these roles and activities. Originality/value This paper synthesises a number of systems approaches together with a view of why “we measure” to create a framework for analysing approaches to performance improvement. The practical application provided here gives insights into how these approaches can be used in real-life contexts.

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Wirawan, Ganda Hengky, and Erman Sumirat. "Performance Analysis of Investment Portfolio Strategy Using Warren Buffett, Benjamin Graham, and Peter Lynch Method in Indonesia Stock Exchange." European Journal of Business and Management Research 6, no. 4 (2021): 394–401. http://dx.doi.org/10.24018/ejbmr.2021.6.4.1040.

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Warren Buffett, Benjamin Graham, and Peter Lynch are three (3) famous investors’ gurus in the world that have already proved that they can outperform the market by value investing method. Method that they are using are based on fundamental analysis and they screen the company’s stock based on several key financial ratios and criteria that they found important in analyzing the company. In this project, Author conducted research and study to find out the applicability of the screening method made by the gurus in Indonesia Stock Exchange (IDX) using equally weighted method, back testing it in May 2012 until December 2020 periods, and evaluate the performance of each type of portfolios made using Sharpe ratio, Treynor ratio, and Jensen’s alpha. The result of this project is all type of these portfolios are having positive risk adjusted returns. Peter Lynch type of portfolio is having the highest annualized return 24.04 % or 613 % cumulative return, while Warren Buffett and Benjamin Graham are having annualized returns 9.42 % (or cumulative return 216.48%) and 8.3 % (or cumulative return 198.27%) respectively. Moreover, Author found that those three types of portfolios are having beta (β) nearly the same with one (1) means that the portfolios are having same risk with its systematic (market) risk.

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Et. al., Ahmad Syamil. "The Impact of Project Performance on Customer Satisfaction." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (2021): 5658–68. http://dx.doi.org/10.17762/turcomat.v12i3.2240.

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Project management performance, which means the overall capability of the performing project team to deliver the project to satisfy the customer’s requirements, has always been considered as one major key in achieving customer satisfaction, especially in a business-to-business organizational relationship. In this research, the researchers tried to find out how project performance actually impacts upon customer satisfaction. The project performance consisted of variables project scope management performance, project schedule management performance, project cost management performance, project human resource management performance, project risk management performance, project quality management performance, project communication management performance and project stakeholders management performance. Method. This research used quantitative approach. Data is collected through questionnaire distribution to companies in Jakarta and Bandung. Samples are respondent’s representative of companies, hold managerial position or decision maker. From around 400 distrubuted questionnaire, this researched managed to collect 112 valid response from 112 companies. Data is analyzed its validity and reliability and hypotheses testing employ regression analysis with SPSS software. Findings The research found that, In Indonesia, especially for the private sectors (93% of the respondents came from the private sectors, and only 7% come from public sectors), only four variables, which were project schedule, cost, human resources and risk management performance that significantly affected customer satisfaction. When the researcher interviewed 20 of the respondents most of them were the upper management in their organization, and most of them agreed on these findings. One of the most acknowledged reason for this is because most of the projects in the respondents’ projects were triggered by senior management decisions rather than fulfilling the organizations’ needs or the project deliverables’ users. These users were the ones who actually would use the project deliverables either in the form of products, applications, SOPs or even services. It was a very interesting finding, that many organizations actually conducted projects without actually needing the project’s outcomes. An organization should create a project to support its program, portfolio, vision and mission.

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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 (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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Rodger, Angus. "Portfolio management: a strategic approach to achieving corporate targets." APPEA Journal 55, no. 2 (2015): 433. http://dx.doi.org/10.1071/aj14068.

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Energy companies set themselves measurable targets across a number of metrics, which allow investors to rank and benchmark their performance. This can include exploration success, reserve growth, capital expenditure, production and revenues. But the oil and gas business is inherently high-risk. On a project basis, companies may find it difficult to meet their corporate targets, for factors inside or outside of their control. Portfolio management can help companies achieve all their goals—earnings, production and reserve replacements—in the most efficient manner; whatever the external market conditions. There is no one correct approach to portfolio management and evidence suggests that companies extol the virtues of the core principles but rarely adhere to them. In boom years, more capital was allocated to riskier projects, and in bust years, budgets and headcounts were slashed. Conversely, inefficient portfolio management can both destroy value and increase risk. This industry is presently in a period of cautious capital allocation, with a greater focus on upstream returns, project screening, asset sales and a retreat to company heartlands; particularly in North America. But are many of these decisions based on markets trends? And are not portfolio-driven? This extended abstract offers a commercial perspective on portfolio management by companies in the region, in light of recent trends, and includes case studies of successful portfolio-based decisions.

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Kissi, John, Andrew Dainty, and Martin Tuuli. "Examining the role of transformational leadership of portfolio managers in project performance." International Journal of Project Management 31, no. 4 (2013): 485–97. http://dx.doi.org/10.1016/j.ijproman.2012.09.004.

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Zafft, Robert. "A white elephant is not a black swan: Why you can do more about it project risk than you think (a reply to flyvberg and budzier)." Risk Governance and Control: Financial Markets and Institutions 2, no. 3 (2012): 54–63. http://dx.doi.org/10.22495/rgcv2i3art4.

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Failed IT projects destroy value on a massive scale. Failure occurs because traditional efforts to improve IT performance treat project delivery as an operational endeavor driven by technologists. Progress, these technologists say, lies in ever more complex implementation methodologies. In reality, an IT project is a business endeavor which must be evaluated in financial terms, both as a standalone effort and in relation to other efforts competing for resources. Moreover, a client or vendor’s projects represent a rolling collection of endeavors. They are best analyzed and managed as a portfolio. Proof of success will not only come through better project delivery and business ROI but the ability to insure IT projects for timeliness, adherence to budget, and full functionality.

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Schäfer, Dominik. "Development Aid: A Perspective on the World Bank Performance Calculating the Social Return on Investment for the Least Developed." Business and Management Studies 3, no. 3 (2017): 24. http://dx.doi.org/10.11114/bms.v3i1.2242.

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This paper focuses on the evaluation of the World Bank (WB) performance in delivering development aid to the Least Developed Countries (LDCs). The portfolio Net Present Value (NPV) at the result stage of the LDCs (168 projects) was positive with NPV values ranging from 42,059 to 50,779 Mio USD (33,506 Mio USD total project costs) and from 6,188 to 7,799 Mio USD excluding the 7 outlier projects with abnormally “high-value” NPVs. The minimum Social Return on Investment (SROI) of the LDCs including all project costs was calculated. This SROI ratio outcomes of 1 and 1.06 in the weighted and 1.3 and 1.72 in the unweighted case indicate that projects delivered by the WB have a positive effect on the poor countries.

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Chan, Kai-Ying Alice. "Multiple project team membership and performance: Empirical evidence from engineering project teams." South African Journal of Economic and Management Sciences 17, no. 1 (2014): 76–90. http://dx.doi.org/10.4102/sajems.v17i1.875.

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Individuals are increasingly involved in more than one project team. This implies that an employee has multiple memberships in these project teams simultaneously, a phenomenon known as multiple team membership (MTM). Previous, predominantly theoretical studies have acknowledged the impacts that MTM has on performance but very scarce empirical evidence exists. The aim of this study is to provide empirical support for some of these theoretical claims using data collected from 435 team members in 85 engineering project teams in South Africa. Results show that MTM has an inverted-U shaped relationship with individual performance and a positive linear relationship with team performance. When a person is working in multiple project teams simultaneously, he/she may encounter more diverse sources of ideas across all teams and thus enhances his/her innovative performance. However, as the number of MTM increases, the negative effect of task switching and fragmented attention will negatively impact on individual performance. At the project team level, a large number of MTM in a focal team allows the team members to integrate diverse sources of knowledge and resources into the focal team. This study also found that individuals’ emotional skills and cognitive skills impact on individual performance. It is recommended to programme and project portfolio managers, who often are involve in scheduling of human resources to multiple projects, to acknowledge both the positive and negative impacts of MTM on performance. Moreover, in high MTM situations, project team members with high emotional and cognitive skills should be selected.

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Sweidel, Gabriele B. "Study Strategy Portfolio: A Project to Enhance Study Skills and Time Management." Teaching of Psychology 23, no. 4 (1996): 246–48. http://dx.doi.org/10.1207/s15328023top2304_14.

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A study strategy portfolio assignment was used in two sections of Educational Psychology to help students develop better study skills, increase metacognitive awareness, and use self-reflection to assess their performance during the semester. For each of four tests, students completed two surveys and two journal entries assessing their strategies for reading and studying, performance goals, emotional preparedness, and perceptions of their plan and strategies based on their performance. A required end-of-semester reflective essay helped students examine their studying as a process and look for relations between the process and the outcome.

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Al Qaheri, Hameed, Mohamad Kamal El Din Ahmad Hasan, and Mohammad Zainal. "Optimum Project Portfolio Selection for Developmental Plans Using Goal Programming." International Journal of Operations Research and Information Systems 12, no. 4 (2021): 1–35. http://dx.doi.org/10.4018/ijoris.20211001.oa1.

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In vision-driven development plans, such as the Kuwait Mid-Range Development Plan 2015/2016–2019/2020, themes and pillars are derived from the plan's vision, and global indices are assigned by international organizations to accurately measure the performance against the vision's themes. This allows for comparison with other countries, and it also set targets for progression over time. One or more projects are assigned to the indicators of these global indices. A Multi-Criteria Mathematical Programming Technique (e.g., Goal Programming) is used with multiple goals and priorities where an Optimal Portfolio of Projects is found that satisfied the selection criteria.

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Agápito, Andrezza De Oliveira, Marcilene De Fátima Dianin Vianna, Patrick B. Moratori, Dalessandro Soares Vianna, Edwin Benito Mitacc Meza, and Italo De Oliveira Matias. "Using multicriteria analysis and fuzzy logic for project portfolio management." Brazilian Journal of Operations & Production Management 16, no. 2 (2019): 347–57. http://dx.doi.org/10.14488/bjopm.2019.v16.n2.a14.

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Goal: to propose a hybrid method, combining AHP and Fuzzy, for project portfolio management. Originality/value: this paper meets the positive characteristics of both methods, adequately weighing the criteria and contemplating process subjectivity. Limitations that exist in both methods, such as the maximum number of alternatives and the difficulty of inserting new alternatives at the end of the process, are overcome. Design/methodology/approach: the AHP is applied for determining the criteria weights and fuzzy is used to compare the alternatives for each criterion. Results: the results show that the proposed hybrid method allows the ranking of many alternatives and provides higher reliability for decision makers. It must be noted that the system is fed by performance indicators, which minimize the subjectivity in decision-making—an important characteristic in the technology management. Moreover, the results provide the possibility of changing the number of projects at any time without influencing the outcome. Practical implications: the proposed hybrid method can be used in different problems that have many alternatives or subjectivity.

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Głodziński, Eryk. "Performance measurement embedded in organizational project management of general contractors operating in Poland." Measuring Business Excellence 25, no. 3 (2021): 271–86. http://dx.doi.org/10.1108/mbe-06-2019-0051.

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Purpose The purpose of this paper is to discuss contemporary knowledge relevant to the application of performance measurement (PMe) in the concept of OPM and to compare findings from a literature review with solutions recommended for utilization by managers from general contractors operating in Poland. There are few studies related to the mentioned topic, much fewer describing the geographical area of Eastern Europe. Design/methodology/approach Triangulation of research methods was selected. First literature review, next desk research and finally descriptive statistical analysis and interview were conducted. The research methods were applied in three steps whose beginnings overlapped and the mid-term findings from one study complemented others. Findings PMe should be focused on management and governance issues. Its evaluation is related to various organizational levels (permanent organization, portfolio, program, project, construction site and supply chain), most of them are under valuated by practitioners. The conducted study pointed out that there are numerous supporting tools and measures applicable in organizational project management (OPM). The managers recommend combining various tools in one comprehensive OPM system, to limit multiple manual incorporations of the same data to the various databases. The managers call to increase the practical usefulness of researchers’ proposals, to educate the construction managers in the application of complex performance systems and to promote portfolio thinking. Originality/value The comparison of performance measurement solutions proposed by academia with experience collected from Polish construction managers could support the better application of theoretical ideas in practice.

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Lee, Carman-Ka-Man, Lucas Lui, and Yung-Po Tsang. "Formulation and Prioritization of Sustainable New Product Design in Smart Glasses Development." Sustainability 13, no. 18 (2021): 10323. http://dx.doi.org/10.3390/su131810323.

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Due to fierce competition in the global market, success in product innovation has always been challenging for most enterprises to be able to stand out in business values and product novelty. Typically, available technological features in the market are taken into consideration in the innovation process for differentiation from existing products. In order to enhance the likelihood of innovation success, project portfolio management (PPM) has recently been advocated to examine the supply chain performance of new product development (NPD) projects in terms of economic, social, and sustainable aspects. In this study, a two-stage methodology is proposed to formulate and select the most appropriate NPD project portfolio by means of multi-criteria decision-making (MCDM) approaches in probabilistic and group decision-making processes. In stage one, the available product features on the market are searched for and ranked to indicate a number of potential NPD projects. In stage two, such projects are evaluated by the sustainable supply chain operation reference (SustainableSCOR) model to select the most sustainable NPD project for product development. Moreover, a case study of developing augmented reality (AR) smart glasses is conducted to demonstrate the above methodology, with the result indicating that the functions of voice commands, 3D visualization, and phone calls should be focused on for the next generation of smart glasses.

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Spieth, Patrick, and Martin Lerch. "Augmenting innovation project portfolio management performance: the mediating effect of management perception and satisfaction." R&D Management 44, no. 5 (2014): 498–515. http://dx.doi.org/10.1111/radm.12092.

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Saeed, Muhammad Aamir, Yuanyuan Jiao, Muhammad Mohsin Zahid, and Humaira Tabassum. "Relationship of organisational flexibility and project portfolio performance: assessing the mediating role of innovation." International Journal of Project Organisation and Management 9, no. 4 (2017): 277. http://dx.doi.org/10.1504/ijpom.2017.088242.

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Zahid, Muhammad Mohsin, Humaira Tabassum, Muhammad Aamir Saeed, and Yuanyuan Jiao. "Relationship of organisational flexibility and project portfolio performance: assessing the mediating role of innovation." International Journal of Project Organisation and Management 9, no. 4 (2017): 277. http://dx.doi.org/10.1504/ijpom.2017.10009332.

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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 (2020): 229–41. http://dx.doi.org/10.1016/j.ijproman.2020.05.001.

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Utenov, G. G. "ASSESSMENT OF THE INVESTMENT PROJECT EFFECTIVENESS FOR THE ACQUISITION OF COMPANIES BY THE DIRECT INVESTMENT FUND." Vestnik Universiteta, no. 2 (April 23, 2020): 164–71. http://dx.doi.org/10.26425/1816-4277-2020-2-164-171.

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The performance of investment projects in acquisitions of companies by private equity funds has been explored by assessing the financial and valuation results of such transactions in two directions: change in the valuation multiple of an acquired company over the period of the investment project and the impact of a fund on a company’s operational efficiency. As a result of the analysis, the hypothesis of the higher EV/EBITDA exit multiple of the private equity fund compared to the same entry multiple was not confirmed. However, the hypothesis that private equity funds are able to increase the operational efficiency of portfolio companies on average better than other types of investors, confirms the effectiveness of private equity funds and high performance of such investment projects.

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Kannimuthu, Marimuthu, Benny Raphael, Palaneeswaran Ekambaram, and Ananthanarayanan Kuppuswamy. "Comparing optimization modeling approaches for the multi-mode resource-constrained multi-project scheduling problem." Engineering, Construction and Architectural Management 27, no. 4 (2019): 893–916. http://dx.doi.org/10.1108/ecam-03-2019-0156.

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Purpose Construction firms keep minimal resources to maintain productive working capital. Hence, resources are constrained and have to be shared among multiple projects in an organization. Optimal allocation of resources is a key challenge in such situations. Several approaches and heuristics have been proposed for this task. The purpose of this paper is to compare two approaches for multi-mode resource-constrained project scheduling in a multi-project environment. These are the single-project approach (portfolio optimization) and the multi-project approach (each project is optimized individually, and then heuristic rules are used to satisfy the portfolio constraint). Design/methodology/approach A direct search algorithm called Probabilistic Global Search Lausanne is used for schedule optimization. Multiple solutions are generated that achieve different trade-offs among the three criteria, namely, time, cost and quality. Good compromise solutions among these are identified using a multi-criteria decision making method, Relaxed Restricted Pareto Version 4. The solutions obtained using the single-project and multi-project approaches are compared in order to evaluate their advantages and disadvantages. Data from two sources are used for the evaluation: modified multi-mode resource-constrained project scheduling problem data sets from the project scheduling problem library (PSPLIB) and three real case study projects in India. Findings Computational results prove the superiority of the single-project approach over heuristic priority rules (multi-project approach). The single-project approach identifies better solutions compared to the multi-project approach. However, the multi-project approach involves fewer optimization variables and is faster in execution. Research limitations/implications It is feasible to adopt the single-project approach in practice; realistic resource constraints can be incorporated in a multi-objective optimization formulation; and good compromise solutions that achieve acceptable trade-offs among the conflicting objectives can be identified. Originality/value An integer programming model was developed in this research to optimize the multiple objectives in a multi-project environment considering explicit resource constraints and maximum daily costs constraints. This model was used to compare the performance of the two multi-project environment approaches. Unlike existing work in this area, the model used to predict the quality of activity execution modes is based on data collected from real construction projects.

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Luiz, Octaviano Rojas, Fernando Bernardi de Souza, João Victor Rojas Luiz, Daniel Jugend, Manoel Henrique Salgado, and Sergio Luis da Silva. "Impact of critical chain project management and product portfolio management on new product development performance." Journal of Business & Industrial Marketing 34, no. 8 (2019): 1692–705. http://dx.doi.org/10.1108/jbim-11-2018-0327.

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Purpose This study aims to analyze the relationship between the adherence to critical chain project management (CCPM) practices and the new product development performance, in terms of the results of product development programs and product portfolio management (PPM). Design/methodology/approach A survey was conducted with 79 innovative companies operating in Brazil. Data were analyzed using correlation analysis and non-parametric tests. Findings Significant and positive correlations were found between CCPM adoption and the performance factors proposed. The adoption of CCPM offered stronger correlation with PPM performance than with the adoption of traditional methods. The results further indicate a possible indirect contribution of CCPM practices to the product development program by means of PPM improvement. Originality/value This study deepens the knowledge of the joint study between project management and new product development, by bringing empirical evidence that the adoption of specific practices suggested by CCPM is used by organizations with superior performance. Moreover, the results broaden CCPM literature by attesting that companies do not necessarily have to apply the CCPM approach in a formal and explicit way to obtain the performance results given. The analyses still have practical value when indicating which CCPM practices should be prioritized by managers seeking high performance in PPM.

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Tepic, Mersiha, Frances Fortuin, Ron G.M. Kemp, and Onno Omta. "Innovation capabilities in food and beverages and technology -based innovation projects." British Food Journal 116, no. 2 (2014): 228–50. http://dx.doi.org/10.1108/bfj-09-2011-0243.

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Purpose – The aim of this paper is to establish the differences between the food and beverages (F&B) and technology-based industries with regards to the relation between previously identified success factors and innovation project performance. Design/methodology/approach – These differences are established on the basis of logistic regression analysis, using 38 innovation projects (18 F&B and 20 technology-based). Findings – Newness of the innovation project to the company, communication capabilities and market potential have a more negative impact on innovation project performance in the F&B than the tech-based industry. Especially functional upstream capabilities increase the likelihood of success in F&B, when compared to tech-based innovation projects. Practical implications – While functional upstream capabilities are important for success of F&B innovation projects, there is still room for improvement in order to deal effectively with newness of the innovation project to the company. Internalization of resources from the network and a balanced radical/incremental innovation project portfolio contribute to additional enhancement of functional capabilities of the F&B companies, improving their capacity to deal with newness. Through a larger focus on co-innovation with retail, F&B companies can improve their intra- and inter-firm communication capabilities to attain more consumer-oriented integration of R&D and marketing activities, improving the market potential of their innovations. Originality/value – This paper demonstrates that the previously identified critical success factors for innovation projects differ in impact and importance for F&B innovation project performance when compared to innovation projects in the technology-based industry.

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Whitfield, Stephen. "Managing Nontechnical Risk in Offshore Projects." Oil and Gas Facilities 4, no. 05 (2015): 16–21. http://dx.doi.org/10.2118/1015-016-ogf.

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In recent years, offshore projects have increased in size, scope, and cost, expanding into deeper waters and new frontiers. Alongside this growth, the negative potential for nontechnical issues relating to health, safety, security, environment, and social responsibility (HSSE-SR) on a project’s timeline has also increased. Projects are under more intense scrutiny from the companies that own and operate them. In an effort to better understand the value of nontechnical risk (NTR) at the project and portfolio level, companies are searching for the proper systems and processes to deliver quality HSSE-SR performance. The elements of NTR assessment, the methodologies of managing NTR, and how they relate to offshore projects will be examined.

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Baurzhan, Saule, Glenn P. Jenkins, and Godwin O. Olasehinde-Williams. "The Economic Performance of Hydropower Dams Supported by the World Bank Group, 1975–2015." Energies 14, no. 9 (2021): 2673. http://dx.doi.org/10.3390/en14092673.

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This paper assesses the economic benefits of 57 World Bank Group-sponsored hydropower dam plant investments. Hydropower dams are among the main sources for producing electricity and the largest renewable source for power generation throughout the world. Hydropower dams are often a lower-cost option for power generation in Clean Energy Transition for addressing global climate change. Despite its conspicuous aspects, constructing hydropower dams has been controversial. Considering the World Bank’s long history as the largest hydropower development financier, this study investigates its performance in supporting hydropower dams. The outcomes of this study apply to the wider hydropower development community. Of the projects in this study, 70% experienced a cost overrun, and more than 80% of projects experienced time overruns, incurring potential additional costs as a result. Despite the high cost and time overruns, this hydropower portfolio of dams produced a present value of net economic benefits by 2016 of over half a trillion USD. Based on our findings, the evaluated hydropower portfolio helped avoid over a billion tonnes of CO2 for an estimated global environmental benefit valued at nearly USD 350 billion. The projects’ additional environmental benefits raise the real rate of return from 15.4% to 17.3%. The implication for hydropower developers is that the projects’ assessment should consider cost and time overrun and factor them into the project-planning contingency scenarios. There is a considerable benefit for developing countries to exploit their hydropower resources if they can be developed according to industry practices and international standards. The case for developing hydropower may be stronger when considering its climate benefits. The net economic benefits of hydropower can be even higher if there is a greater effort to manage cost and time overruns.

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Braško, Michal, and Jaroslav Boor. "On Distinguishing Attack Against the Reduced Version of the Cipher Nlsv2." Tatra Mountains Mathematical Publications 53, no. 1 (2012): 21–32. http://dx.doi.org/10.2478/v10127-012-0037-5.

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ABSTRACT The Australian stream cipher NLSv2 [Hawkes, P.-Paddon, M.-Rose, G. G.-De Vries, M. W.: Primitive specification for NLSv2, Project eSTREAM web page, 2007, 1-25] is a 32-bit word oriented stream cipher that was quite successful in the stream ciphers competition-the project eSTREAM. The cipher achieved Phase 3 and successfully accomplished one of the main requirements for candidates in Profile 1 (software oriented proposals)-to have a better performance than AES in counter mode. However the cipher was not chosen into the final portfolio [Babbage, S.-De Canni`ere, Ch.-Canteaut, A.-Cid, C.-Gilbert, H.-Johansson, T.-Parker, M.-Preneel, B.-Rijmen, V.-Robshaw, M.: The eSTREAM Portfolio, Project eSTREAM web page, 2008], because its performance was not so perfect when comparing with other finalist. Also there is a security issue with a high correlation in the used S-Box, which some effective distinguishers exploit. In this paper, a practical demonstration of the distinguishing attack against the smaller version of the cipher is introduced. In our experiments, we have at disposal a machine with four cores (Intel® CoreTM Quad @ 2.66 GHz) and single attack lasts about 6 days. We performed successful practical experiments and our results demonstrate that the distingushing attack against the smaller version is working.

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Richer, Aaron. "The integrated boardwalk: a tool for large capital project integration." APPEA Journal 54, no. 2 (2014): 558. http://dx.doi.org/10.1071/aj13131.

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Successful capital project execution of any size is a challenging endeavour. Performance gaps in on-time and on-budget delivery are often due to the inability to effectively integrate cross-functional work teams. Faced with delivering one of the largest capital projects in its portfolio, the leadership team of a large O&G asked: how do we best integrate 16 functional teams required to deliver this project? How do we get the right forums with the right audience as we are all busy? How do we build a culture of trust and performance transparency? In response, the team developed the integrated boardwalk approach as the way to run their business. The approach was for each of the 16 functional groups to build individual dashboards based on an agreed template of performance metrics. The dashboards are permanently visible performance boards in each work area. Senior leaders and leads would walk the performance boards spending no more than 15–20 mins at each. The intention is to provide an open and safe space for leads to talk about all aspect of their business as it relates to project readiness. Senior leaders drive the desired performance behaviours, where the functional leads highlight risks and specific barriers that leadership can act on and eliminate. The boardwalks have created a cultural change in the organisation, specifically: people have the right focused forums to talk about their business with the right audience using the right data; and, leaders have the transparency required to ask the right probing questions, recognise data-driven progress.

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Misdi, Misdi. "E-PORTFOLIO AS AN AUTHENTIC LEARNING ASSESSMENT IN A RESPONSE TO COVID-19 OUTBREAK IN INDONESIAN HIGHER EDUCATION: TOWARD CRITICAL STUDENT-WRITERS." Research and Innovation in Language Learning 3, no. 2 (2020): 158. http://dx.doi.org/10.33603/rill.v3i2.3565.

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This report, a part of a larger study, describes a case study investigating university educators who struggled in empowering student-teachers that aimed to promote critical writing awareness. This study aimed at revealing phenomenon of edmodo-based e-portfolio as an alternative authentic assessment for empowering student teachers in the covid-19 outbreak in Indonesia. Twenty-five out of seventy-eight student teachers in teacher college in Indonesia voluntarily participated in the study. For the data, the student teachers were observed during their writing completion to assess their writing as well as their critical arguments. At the end of the first writing project, they were interviewed to reveal their attitudes towards the projects. Three main findings were reported, i.e. their writing skill improvement, attitudes, and critical writing. Overall, the findings show that edmodo-based portfolio provides graphic of students’ writing performance as authentic writing assessment and perceives positive attitudes from the student teachers. In addition, students’ critical writing awareness is also developed

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Boiarynova, Kateryna, Kateryna Kopishynska, and Nataliya Hryhorska. "Economic and management approach to defining effective projects for enterprise development under risks and uncertainty." Problems and Perspectives in Management 17, no. 4 (2019): 299–313. http://dx.doi.org/10.21511/ppm.17(4).2019.25.

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Enterprise development is dependent on the implementation of projects that contribute to improving economic performance. Considering this the need to apply the economic and management approach to the definition of effective projects under risks of reduced enterprise profitability due to the uncertain economic environment is justified. The study used scientific abstraction, formalization, causal relationship, time series analysis, variational range-based standardization, parameter minimization according to maximum and minimum values. The approach is created to evaluate the profitability dynamics of the production, management and finance subsystems of the enterprise, to monitor the deviations in the established corridor of their sufficient levels, to systematically control for the dynamics of the enterprise development to form the effective project portfolio, as well as to manage the risk reduction for projects that are inappropriate for development. The approach approbation, using Ukrainian machine-building enterprises as an example, has found enterprises with the level of development dynamics lower than the corridor determined. This indicates the risks of implementing inefficient projects and the need for systematic adjustment of their portfolio. The enterprises whose business operations belong to the fourth technological paradigm should implement projects to increase the profitability of the production and management subsystems, and those from the fifth paradigm should execute projects for the rise in the finance subsystem profitability.

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Santillán, Carlos Arturo Jara, Christiam Paúl Aguirre Merino, Patricio Lozano Rodríguez, Carla Sofía Arguello Guadalupe, Ginno Sidney Jarrín Zambrano, and Johanna Elizabeth Ayala Izurieta. "El Uso De Tecnología Ppm Mejora La Gestión Estratégica De Los Proyectos De La Estafeta Docente. Estudio De Caso: Facultad De Recursos Naturales, Escuela Superior Politécnica De Chimborazo, Ecuador." European Scientific Journal, ESJ 13, no. 13 (2017): 90. http://dx.doi.org/10.19044/esj.2017.v13n13p90.

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A study of PPM methodologies, strategic management, and teaching baton of Escuela Superior Politécnica de Chimborazo (ESPOCH) for implementing a software solution in managing projects of the Faculty of Natural Resources was performed. Through research, it was determined that there is a close relationship between the use of PPM and reducing the problems and performance improvement projects. This is in addition to the portfolio management project which has differences of tracking, time, resources, and the scope of traditional project management. It provides a global view thereof that strategic management must involve all levels of the organization. This will anticipate a correct decision. Also, with respect to projects in the Faculty of Natural Resources, 98% of teachers and the total authorities considered the urgent need to implement a software for strategic management of projects in the faculty. This is because 83% of them were conducted, while 80% performed linkage. A set of tools for application development under the cascade methodology for the monitoring and evaluation of projects entitled SIMEP was determined. By implementing SIMEP based on the use of PPM, the Faculty of Natural Resources provided information management project based on its submission, approval, execution, completion and delivery of results, and reporting activities, thereby enabling timely decision making.

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