Project Portfolios in Dynamic Environments

Name: Project Portfolios in Dynamic Environments | Organizing for Uncertainty
Brand: Project Management Institute
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Organizing for Uncertainty

Brian Hobbs Pmp Yvan Petit(Author)

Project Management Institute (Publisher)

Published on 1. May 2012

261 pages

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978-1-62825-012-1 (ISBN)

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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
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Project Portfolios in Dynamic Environments

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