Skip to main content Accessibility help
×
Hostname: page-component-7479d7b7d-rvbq7 Total loading time: 0 Render date: 2024-07-11T02:04:03.731Z Has data issue: false hasContentIssue false

Chapter 7 - Project Portfolio Management

The Linchpin in Strategy Processes

from Part II - Organizations

Published online by Cambridge University Press:  08 June 2017

Shankar Sankaran
Affiliation:
University of Technology, Sydney
Ralf Müller
Affiliation:
BI Norwegian Business School
Nathalie Drouin
Affiliation:
Université du Québec à Montréal
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2017

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aaltonen, P. (2010). Co-Selection in R&D Project Portfolio Management. Espoo: Helsinki University of Technology.Google Scholar
Akgün, A. E., Keskin, H., & Byrne, J. C. (2014). Complex adaptive systems theory and firm product innovativeness. Journal of Engineering and Technology Management, 31, 2142.CrossRefGoogle Scholar
Archer, N. P. & Ghasemzadeh, F. (1999). An integrated framework for project portfolio selection. International Journal of Project Management, 17(4), 207216.Google Scholar
Archer, N. P. & Ghasemzadeh, F. (2004). Project portfolio selection and management. In Morris, P. W. G. & Pinto, J. K. (Eds.), The Wiley Guide to Managing Projects, New York, 237255.Google Scholar
Arvidsson, N. (2009). Exploring tensions in projectified matrix organisations. Scandinavian Journal of Management, 25(1), 97107.Google Scholar
Augsdorfer, P. (2005). Bootlegging and path dependency. Research Policy, 34(1), 111.Google Scholar
Band, D. C. & Scanlan, G. (1995). Strategic control through core competencies. Long Range Planning, 28(2), 102114.Google Scholar
Beeson, I. & Davis, C. (2000). Emergence and accomplishment in organizational change. Journal of Organizational Change Management, 13(2), 178189.CrossRefGoogle Scholar
Benko, C. & McFarlan, F. W. (2003). Connecting the Dots: Aligning Projects with Objectives in Unpredictable Times: Boston: Harvard Business School Press.Google Scholar
Beringer, C., Jonas, D., & Kock, A. (2013). Behavior of internal stakeholders in project portfolio management and its impact on success. International Journal of Project Management, 31(6), 830846.CrossRefGoogle Scholar
Blichfeldt, B. S. & Eskerod, P. (2008). Project portfolio management—There’s more to it than what management enacts. International Journal of Project Management, 26(4), 357365.Google Scholar
Burgelman, R. A. (1983). A model of the interaction of strategic behavior, corporate context, and the concept of strategy. Academy of Management Review, 8(1), 6170.Google Scholar
Burgelman, R. A. (1994). Fading memories: A process theory of strategic business exit in dynamic environments. Administrative Science Quarterly, 39(1), 2456.Google Scholar
Canonico, P. & Söderlung, J. (2010). Getting control of multi-project organizations: combining contingent control mechanisms. International Journal of Project Management, 28(8), 796806.Google Scholar
Christiansen, J. K. & Varnes, C. J. (2009). Formal rules in product development: Sensemaking of structured approaches. Journal of Product Innovation Management, 26(5), 502519.Google Scholar
Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (1999). New product portfolio management: Practices and performance. Journal of Product Innovation Management, 16(4), 333351.Google Scholar
Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2001). Portfolio management for new products (2nd ed.). Cambridge, MA: Perseus Pub.Google Scholar
Dahan, E., Soukhoroukova, A., & Spann, M. (2010). New product development 2.0: Preference markets—How scalable securities markets identify winning product concepts and attributes. Journal of Product Innovation Management, 27(7), 937954.Google Scholar
Dietrich, P. & Lehtonen, P. (2005). Successful management of strategic intentions through multiple projects—Reflections from empirical study. International Journal of Project Management, 23(5), 386391.CrossRefGoogle Scholar
Ekrot, B., Rank, J., & Gemünden, H. G. (2016). Antecedents of project managers’ voice behavior: The moderating effect of organization-based self-esteem and affective organizational commitment. International Journal of Project Management, 34(6), 10281042.Google Scholar
Elonen, S. & Artto, K. A. (2003). Problems in managing internal development projects in multi-project environments. International Journal of Project Management, 21(6), 395402.Google Scholar
Englund, R. L. & Graham, R. J. (1999). From experience: Linking projects to strategy. Journal of Product Innovation Management, 16(1), 5264.Google Scholar
Engwall, M., & Jerbrant, A. (2003). The resource allocation syndrome: The prime challenge of multi-project management? International Journal of Project Management, 21(6), 403409.Google Scholar
Floricel, S. & Ibanescu, M. (2008). Using R&D portfolio management to deal with dynamic risk. R&D Management, 38(5), 452467.Google Scholar
Gebert, D., Boerner, S., & Kearney, E. (2010). Fostering team innovation: Why is it important to combine opposing action strategies? Organization Science, 21(3), 593608.Google Scholar
Goldstein, J. (1999). Emergence as a construct: History and issues. Emergence, 1(1), 4972.Google Scholar
Goold, M. & Quinn, J. J. (1990). The paradox of strategic controls. Strategic Management Journal, 11(1), 4357.CrossRefGoogle Scholar
Grant, R. M. (2003). Strategic planning in a turbulent environment: Evidence from the oil majors. Strategic Management Journal, 24(6), 491571.Google Scholar
Hart, S. L. (1992). An integrative framework for strategy-making processes. The Academy of Management Review, 17(2), 327351.Google Scholar
Heising, W. (2012). The integration of ideation and project portfolio management—A key factor for sustainable success. International Journal of Project Management, 30(5), 582595.Google Scholar
Hirschman, A. O. (1970). Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States. Cambridge, MA.Google Scholar
Huemann, M. (2010). Considering human resource management when developing a project-oriented company: Case study of a telecommunication company. International Journal of Project Management, 28(4), 361369.Google Scholar
Jerbrant, A. & Gustavsson, T. K. (2013). Managing project portfolios: Balancing flexibility and structure by improvising. International Journal of Managing Projects in Business, 6(1), 152172.Google Scholar
Jonas, D. (2010). Empowering project portfolio managers: How management involvement impacts project portfolio management performance. International Journal of Project Management, 28(8), 818831.Google Scholar
Jonas, D., Kock, A., & Gemünden, H. G. (2013). Predicting project portfolio success by measuring management quality—A longitudinal study. IEEE Transactions on Engineering Management, 60(2), 215226.Google Scholar
Kester, L., Griffin, A., Hultink, E. J., & Lauche, K. (2011). Exploring portfolio decision-making processes. Journal of Product Innovation Management, 28(5), 641661.Google Scholar
Kester, L., Hultink, E. J., & Griffin, A. (2014). An empirical investigation of the antecedents and outcomes of NPD portfolio success. Journal of Product Innovation Management, 31(6), 11991213.Google Scholar
Killen, C. P. (2013). Evaluation of project interdependency visualizations through decision scenario experimentation. International Journal of Project Management, 31(6), 804816.CrossRefGoogle Scholar
Killen, C. P. & Kjaer, C. (2012). Understanding project interdependencies: The role of visual representation, culture and process. International Journal of Project Management, 30(5), 554566.Google Scholar
Kock, A., Heising, W., & Gemünden, H. G. (2015). How ideation portfolio management influences front-end success. Journal of Product Innovation Management, 32(4), 539555.Google Scholar
Kock, A., Heising, W., & Gemünden, H. G. (2016). A contingency approach on the impact of front-end success on project portfolio success. Project Management Journal, 47(2), 115129.Google Scholar
Kopmann, J., Kock, A., Killen, C. P., & Gemünden, H. G. (2015). Business case control in project portfolios—An empirical investigation of performance consequences and moderating effects. IEEE Transactions on Engineering Management, 62(4), 529543.Google Scholar
Kopmann, J., Kock, A., Killen, C. P., & Gemünden, H. G. (2017). The role of project portfolio management in fostering both deliberate and emergent strategy. International Journal of Project Management, in press, DOI 10.1016/j.ijproman.2017.02.011.Google Scholar
Korhonen, T., Laine, T., & Martinsuo, M. (2014). Management control of project portfolio uncertainty: A managerial role perspective. Project Management Journal, 45(1), 2137.Google Scholar
Levina, N. & Su, N. (2008). Global multisourcing strategy: The emergence of a supplier portfolio in services offshoring. Decision Sciences, 39(3), 541570.Google Scholar
Loch, C. (2000). Tailoring product development to strategy: Case of a European technology manufacturer. European Management Journal, 18(3), 246258.Google Scholar
Martinsuo, M. (2013). Project portfolio management in practice and in context. International Journal of Project Management, 31(6), 794803.Google Scholar
Martinsuo, M. & Lehtonen, P. (2007). Role of single-project management in achieving portfolio management efficiency. International Journal of Project Management, 25(1), 5665.Google Scholar
Meskendahl, S. (2010). The influence of business strategy on project portfolio management and its success—A conceptual framework. International Journal of Project Management, 28(8), 807817.Google Scholar
Midler, C. (1995). “Projectification” of the firm: The Renault case. Scandinavian Journal of Management, 11(4), 363375.Google Scholar
Midler, C. (2013). Implementing a low-end disruption strategy through multiproject lineage management: The Logan case. Project Management Journal, 44(5), 2435.CrossRefGoogle Scholar
Midler, C., & Silberzahn, P. (2008). Managing robust development process for high-tech startups through multi-project learning: The case of two European start-ups. International Journal of Project Management, 26(5), 479486.Google Scholar
Mintzberg, H. (1978). Patterns in strategy formation. Management Science, 24(9), 934948.Google Scholar
Mintzberg, H. & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257272.Google Scholar
Mirabeau, L. & Maguire, S. (2014). From autonomous strategic behavior to emergent strategy. Strategic Management Journal, 35(8), 12021229.Google Scholar
Morgan, M., Levitt, R. E., & Malek, W. A. (2007). Executing your strategy: How to break it down and get It down: Boston: Harvard Business School Publishing.Google Scholar
Morris, P. W. G. & Jamieson, A. (2005). Moving from corporate strategy to project strategy. Project Management Journal, 36(4), 518.Google Scholar
Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. The Academy of Management Annals, 5(1), 373412.Google Scholar
Mosavi, A. (2014). Exploring the roles of portfolio steering committees in project portfolio governance. International Journal of Project Management, 32(3), 388399.Google Scholar
Müller, R., Martinsuo, M., & Blomquist, T. (2008). Project portfolio control and portfolio management performance in different contexts. Project Management Journal, 39(3), 2842.CrossRefGoogle Scholar
Noble, C. H. (1999). The eclectic roots of strategy implementation research. Journal of Business Research, 45(2), 119134.Google Scholar
Olsson, R. (2008). Risk management in a multi-project environment: An approach to manage portfolio risks. International Journal of Quality & Reliability Management, 25(1), 6071.Google Scholar
Osborn, C. S. (1998). Systems for sustainable organizations: Emergent strategies, interactive controls and semi-formal information. Journal of Management Studies, 35(4), 481509.Google Scholar
Petit, Y. (2012). Project portfolios in dynamic environments: Organizing for uncertainty. International Journal of Project Management, 30(5), 539553.Google Scholar
Petit, Y. & Hobbs, B. (2010). Project portfolios in dynamic environments: Sources of uncertainty and sensing mechanisms. Project Management Journal, 41(4), 4658.Google Scholar
Platje, A., Seidel, H., & Wadman, S. (1994). Project and portfolio planning cycle—Project-based management for the multiproject challenge. International Journal of Project Management, 12(2), 100106.Google Scholar
PMI. (2013). The standard for portfolio management—Third edition. Newtown Square (PA): Project Management Institute.Google Scholar
Preble, J. F. (1992). Towards a comprehensive system of strategic control. Journal of Management Studies, 29(4), 391408.Google Scholar
Prencipe, A. & Tell, F. (2001). Inter-project learning: processes and outcomes of knowledge codification in project-based firms. Research Policy, 30(9), 13731394.Google Scholar
Schreyögg, G. & Steinmann, H. (1987). Strategic control: A new perspective. Academy of Management Review, 12(1), 91103.Google Scholar
Schultz, C., Salomo, S., de Brentani, U., & Kleinschmidt, E. J. (2013). How formal control influences decision-making clarity and innovation performance. Journal of Product Innovation Management, 30(3), 430447.Google Scholar
Shenhar, A. J., Dvir, D., Levy, O., & Maltz, A. C. (2001). Project success: A multidimensional strategic concept. Long Range Planning, 34(6), 699725.Google Scholar
Simons, R. (1995). Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal. Boston: Harvard Business School Press.Google Scholar
Soukhoroukova, A., Spann, M., & Skiera, B. (2012). Sourcing, filtering, and evaluating new product ideas: An empirical exploration of the performance of idea markets. Journal of Product Innovation Management, 29(1), 100112.Google Scholar
Teece, D. J. (2009). Dynamic Capabilities and Strategic Management. Oxford: Oxford University Press.Google Scholar
Teller, J. (2013). Portfolio risk management and its contribution to project portfolio success: An investigation of organization, process, and culture. Project Management Journal, 44(2), 3651.CrossRefGoogle Scholar
Teller, J. & Kock, A. (2013). An empirical investigation on how portfolio risk management influences project portfolio success. International Journal of Project Management, 31(6), 817829.Google Scholar
Teller, J., Unger, B. N., Kock, A., & Gemünden, H. G. (2012). Formalization of project portfolio management: The moderating role of project portfolio complexity. International Journal of Project Management, 30(5), 596607.Google Scholar
Thiry, M. & Deguire, M. (2007). Recent developments in project-based organisations. International Journal of Project Management, 25(7), 649658.CrossRefGoogle Scholar
Turner, R. & Zolin, R. (2012). Forecasting success on large projects: Developing reliable scales to predict multiple perspectives by multiple stakeholders over multiple time frames. Project Management Journal, 43(5), 8799.Google Scholar
Unger, B. N., Kock, A., Gemünden, H. G., & Jonas, D. (2012): Enforcing Strategic Fit of Project Portfolios by Project Termination: An Empirical Study on Senior Management Involvement. International Journal of Project Management, 30 (6), 675685.Google Scholar
van Veen-Dirks, P. & Wijn, M. (2002). Strategic control: Meshing critical success factors with the balanced scorecard. Long Range Planning, 35(4), 407427.Google Scholar
von Zedtwitz, M. (2002). Organizational learning through post-project reviews in R&D. R&D Management, 32(3), 255268.Google Scholar
Voss, M. (2012). Impact of customer integration on project portfolio management and its success—Developing a conceptual framework. International Journal of Project Management, 30(5), 567581.Google Scholar
Voss, M. & Kock, A. (2013). Impact of relationship value on project portfolio success—Investigating the moderating effects of portfolio characteristics and external turbulence. International Journal of Project Management, 31(6), 847861.Google Scholar
Winter, M. C. & Szczepanek, T. (2009). Images of Projects. Burlington, VT: Gower.Google Scholar
Young, R., Young, M., Jordan, E., & O’Connor, P. (2012). Is strategy being implemented through projects? Contrary evidence from a leader in new public management. International Journal of Project Management, 30(8), 887900.Google Scholar
Zika-Viktorsson, A., Sundström, P., & Engwall, M. (2006). Project overload: An exploratory study of work and management in multi-project settings. International Journal of Project Management, 24(5), 385395.Google Scholar
Zwikael, O. & Smyrk, J. (2012). A general framework for gauging the performance of initiatives to enhance organizational value. British Journal of Management, 23, S6S22.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×