
Project Portfolios in Dynamic Environments
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Content
- Cover
- Title Page
- Copyright Page
- Acknowledgments
- Table of Contents
- List of Figures
- List of Tables
- List of Acronyms
- Abstract
- Executive Summary
- Introduction
- Chapter 1: Literature Review
- 1.1. Project Portfolio Management
- 1.1.1. Origins of PPM
- 1.1.2. Project Portfolio Definitions
- 1.1.3. Project Portfolio Management
- 1.1.4. Recent Themes
- 1.1.5. Goals of Project Portfolio Management
- 1.1.6. Project Portfolio Governance
- 1.1.7. Methods for PPM
- 1.1.8. Limitations of Current PPM Literature
- 1.2. Dynamic Environments and Uncertainty
- 1.2.1. Dynamic Environments
- 1.2.2. Risks and Risk Management
- 1.2.3. Changes, Deviations, and Unexpected Events
- 1.2.4. Uncertainty Management Versus Risk Management
- 1.2.5. Managing Uncertainty in Project Portfolios
- 1.3. PPM Challenges in Dynamic Environments
- 1.3.1. Changing and Uncertain Goals
- 1.3.2. Detailed Planning and Continuous Re-planning
- 1.3.3. Balancing Decision Quality Against Decision Speed
- 1.3.4. Imaginary Precision-Poor Quality of Information
- 1.3.5. Race to Resolve Project Unknowns
- 1.3.6. Resource Reallocation and Redistribution
- 1.3.7. Managing the Stream of New Projects to the Portfolio
- 1.3.8. Summary
- 1.4. PPM Processes Contingent on Environment
- 1.4.1. Early Foundations
- 1.4.2. Empirical Evidence of Different PPM Methods under High Uncertainty
- 1.4.3. Consequences for PPM in Dynamic Environments
- 1.5. Different Project Management Approaches for Dynamic Environments
- 1.5.1. Environment Manipulation: Making Dynamic Static
- 1.5.2. Emergent Planning Approaches
- 1.5.3. Scope Control
- 1.5.4. Monitoring and Control Mechanisms of Projects
- 1.5.5. Buffering and Boundary-Spanning Activities
- 1.5.6. Life Cycle Strategies
- 1.5.7. Flexibility in Process and in Product
- 1.5.8. Controlled Experimentation-Probing the Future
- 1.5.9. Time-Based Pacing
- 1.5.10. Using the Project Management Techniques at PPM Level
- 1.6. Dynamic Capabilities
- 1.6.1. Dynamic Capabilities
- 1.6.2. Capabilities
- 1.6.3. What is Dynamic in Dynamic Capabilities?
- 1.6.4. Dynamic Capabilities as a Framework
- 1.7. Concluding Remarks on Literature Review
- Chapter 2: Conceptual Framework
- 2.1. Organizational Context
- 2.2. Organizing Mechanisms as the Unit of Analysis
- 2.3. Distinguishing Reconfiguring and Transforming
- 2.4. Updated Conceptual Framework
- 2.4.1. Dynamic Capabilities Leading to Reconfiguring
- 2.4.2. Dynamic Capabilities Leading to Transforming
- 2.4.3. Higher-Order Capabilities
- Chapter 3: Methodology
- 3.1. Research Strategy
- 3.1.1. Selecting a Methodology Matching the Research Objectives
- 3.1.2. Overview of Research Process
- 3.2. Preparing for Data Collection
- 3.2.1. Testing the Instruments
- 3.2.2. Updating the Research Question and the Interview Guide
- 3.3. Case Selection
- 3.3.1. Using Multiple Cases
- 3.3.2. Case Study Selection Criteria
- 3.3.3. Cases Selected
- 3.3.4. Cases Comparison
- 3.4. Collecting the Evidence
- 3.4.1. Data Collected
- 3.4.2. Sources of Evidence
- 3.5. Analyzing the Case Study Evidence
- 3.5.1. Narrative
- 3.5.2. Portfolio Plans and Other Documents
- 3.5.3. Interview Coding
- 3.5.4. Within-Case Analysis
- 3.5.5. Updating the Conceptual Framework
- 3.5.6. Cross-Case Analysis
- 3.6. Reporting the Results
- Chapter 4: Detailed Case Descriptions
- 4.1. Case Description: Company Soft
- 4.1.1. Organizational Context (Company Soft)
- 4.1.2. Description of Portfolio Soft1
- 4.1.3. Description of Portfolio Soft2
- 4.2. Case Description: Company Fin
- 4.2.1. Organizational Context (Company Fin)
- 4.2.2. Description of Portfolio Fin1
- 4.2.3. Description of Portfolio Fin2
- Chapter 5: Types of Uncertainties
- 5.1. Type and Impact of Changes on Portfolio Soft1
- 5.1.1. New Product
- 5.1.2. Project Performance
- 5.1.3. Changes in Processes
- 5.1.4. Need for Customization
- 5.1.5. New Customers and New Market
- 5.1.6. Changes in Agreements with Third-Party Suppliers
- 5.1.7. Structural Reorganizations
- 5.1.8. Technology
- 5.1.9. Summary of Changes in Portfolio Soft1
- 5.2. Type and Impact of Changes in Portfolio Soft2
- 5.2.1. Evolving Priorities
- 5.2.2. Changes in Processes
- 5.2.3. Financial Structure
- 5.2.4. Structural Reorganizations
- 5.2.5. Technology
- 5.2.6. Change in Business Strategy
- 5.2.7. Summary of Changes in Portfolio Soft2
- 5.3. Type and Impact of Changes in Portfolio Fin1
- 5.3.1. Interpretation of the Norm
- 5.3.2. Change in Norms
- 5.3.3. Project Performance
- 5.3.4. Portfolio Budget Reduction
- 5.3.5. Availability of Key Competences
- 5.3.6. Organizational Change
- 5.3.7. Summary of Changes in Portfolio Fin1
- 5.4. Type and Impact of Changes in Portfolio Fin2
- 5.4.1. Change in Norms
- 5.4.2. Interpretation of the Norm
- 5.4.3. Project Performance
- 5.4.4. Availability of Key Competences
- 5.4.5. Organizational Changes
- 5.4.6. Summary of Changes in Portfolio Fin2
- Chapter 6: PPM in Portfolio Soft1 and Portfolio Soft2
- 6.1. Reconfiguring
- 6.1.1. Scope-in versus Scope-out (R1.1) - (Portfolio Soft1 only)
- 6.1.2. Reconfiguring the Project Portfolio (R2)
- 6.1.3. Resource Allocation and Reallocation (R3)
- 6.2. Seizing
- 6.2.1. Product Portfolio Management (SZ1)
- 6.2.2. Project Scope Management (SZ2)
- 6.2.3. Project Portfolio Governance (SZ3)
- 6.3 Sensing
- 6.3.1. Dedicated Role for Specifying Content (SS1)
- 6.3.2. System Management Group (SS2)
- 6.3.3. Early Demonstrations (SS3)
- 6.3.4. Central Tool for Requirements (SS4)
- 6.3.5. Ad Hoc Customer Demands Assessment (SS5)
- 6.3.6. New Special Process for Customer Trials (Portfolio Soft1 Only) (SS6)
- 6.3.7. Innovation Involving Employee Contributions (Portfolio Soft1 Only) (SS7)
- 6.3.8. Roadmaps and Multi-Project Plans (SS8)
- 6.3.9. Status Reports (SS9)
- 6.4. Links between Uncertainty and Sensing Mechanisms
- 6.5. Transforming
- 6.5.1. Transforming the First-Order Sensing-Seizing-Reallocating (T1)
- 6.5.2. Project Management Processes (T2)
- 6.5.3. Product Development Processes (T3)
- 6.5.4. Structural Reorganization Supporting the Project Portfolio (T4)
- 6.5.5. Flexibility through Product Structure (T5)
- 6.6. Second-Order Seizing
- 6.6.1. Setting Targets (SOZ2)
- 6.6.2. Selecting the Required Transformations (SOZ3)
- 6.7. Second-Order Sensing
- 6.7.1. Dedicated People for Process Improvement (SOS1)
- 6.7.2. Project Management Office (SOS1.3)
- 6.7.3. Maturity Models (SOS3)
- 6.7.4. Audits and Final Reports (SOS4)
- 6.7.5. Metrics
- Chapter 7: PPM in Portfolio Fin1 and Portfolio Fin2
- 7.1. Reconfiguring
- 7.1.1. Reconfiguring the Project Portfolio (R1)
- 7.1.2. Resource Allocation and Reallocation (R2)
- 7.1.3. Project Content (R3)
- 7.2. Seizing
- 7.2.1. Business Analysts (SZ1)
- 7.2.2. Project Scope Management (SZ2)
- 7.2.3. Project Portfolio Governance (SZ3)
- 7.3. Sensing
- 7.3.1. Dedicated Role for Monitoring Norm Updates (SS1)
- 7.3.2. Dedicated Role for Specifying Project Content (SS2)
- 7.3.3. Regular Validation Workshops and Early Deliveries (SS3)
- 7.3.4. Meeting Competitors (SS4)
- 7.3.5. Multi-Project Plans (SS5)
- 7.3.6. Dependency Matrix (SS6)
- 7.3.7. Status Reports (SS7)
- 7.4. Links between Uncertainty and Sensing Mechanisms
- 7.5. Transforming
- 7.5.1. Transforming the First-Order Mechanisms (T1)
- 7.5.2. Project Management Processes (T2)
- 7.5.3. Product Development Processes (T3)
- 7.5.4. Organization Structure (T4)
- 7.6. Second-Order Seizing and Second-Order Sensing
- Chapter 8: Cross-Case Analysis
- 8.1. Comparing Changes and Uncertainties
- 8.2. Organizing Mechanisms Replicated in All Four Project Portfolios
- 8.2.1. Managing Scope
- 8.2.2. Dedicated Role for Scope Management
- 8.2.3. Multi-Project Plans and Roadmaps
- 8.2.4. Managing Dependencies between Projects
- 8.2.5. Monitoring Portfolio Performance
- 8.2.6. Shorter Projects and Iterations
- 8.2.7. Strict Portfolio Yearly Budgets
- 8.2.8. Using Reserves to Cater for Uncertainty
- 8.3. Differences in Organizing Mechanisms in Highly Turbulent Environments
- 8.3.1. Amount of Transforming Activities
- 8.3.2. Second-Order Sensing and Seizing Mechanisms
- 8.3.3. Higher Level of Uncertainty: More Sensing Mechanisms
- 8.3.4. Balancing using Sophisticated Resource Planning
- 8.3.5. Re-organizing to Support Portfolios or Despite Portfolios
- Chapter 9: Discussion
- 9.1. Dynamic Capabilities
- 9.1.1. Reconfiguring Versus Transforming
- 9.1.2. Second-Order Sensing and Second-Order Seizing
- 9.1.3. Lessons on using the Dynamic Capabilities Model to Study PPM
- 9.2. Project Portfolio Management in Dynamic Environments
- 9.2.1. Uncertainty Management
- 9.2.2. Project Portfolios
- 9.2.3. Project Portfolio Management
- 9.3. Concluding Remarks on Discussions
- Conclusion
- Appendices
- Appendix A : Comparison of Definitions of Portfolio
- Appendix B : Characterizing Uncertainty in Projects
- Appendix C : Comparison of Dynamic Capability Definitions
- Appendix D : Overview of Documents Collected
- Appendix E : Interview Guide
- Appendix F : Details of Interviews
- Appendix G : Description of Decision Boards at Company Soft
- References
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