工程管理外文文献.docx
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工程管理外文文献.docx
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工程管理外文文献
外文文献:
Projectportfoliomanagement–There’smoretoitthan
whatmanagementenacts
Abstract
Althoughcompaniesmanageprojectportfoliosconcordantlywithprojectportfoliotheory,theymayexperienceproblemsintheformofdelayedprojects,resourcestruggles,stress,andalackofoverview.Basedonaresearchprojectcompromisedof128in-depthinterviewsin30companies,weproposethatakeyreasonwhycompaniesdonotdowellinrelationtoprojectportfoliomanagement(PPM)isthatPPMoftenonlycoversasubsetofon-goingprojects,whileprojectsthatarenotsubjecttoPPMtieupresourcesthatinitiallywerededicatedtoPPMprojects.WeaddressanddiscussthedilemmaofwantingtoincludeallprojectsinPPM,andaimingatkeepingtheresourceandcognitiveburdenofdoingPPMatareasonablelevel.
Keywords:
Managingprogrammes,Managingprojects,Organisationresources,Strategy
1.Introduction
Atanygivenpointintime,mostcompaniesengageinmanyprojects.Someoftheseprojectsmayrelatetoproductdevelopmentandmarketing,othersrelatetochangesinworkprocessesandproductionflows,whileyetothersrelatetocompetencydevelopment,strategicturns,theimplementationofnewITsystems,environmentalissuesetc.
Akeymanagerialtaskistodedicateresourcesacrossalloftheseprojects(aswellasdodailywork)andconsequently,managementacrossprojects(projectportfoliomanagement(PPM))iscriticaltocompanyperformance.Thispaperisbasedonalarge-scalequalitativestudy,whichshowsthatmanyproject-orientedcompaniesdonotperformwellwhenitcomestoPPM.Thisrelatestotheinabilitytoaccomplishprojectsthatareinitiated.Inparticular,weidentifythefollowingproblems:
(1)Projectsarenotcompletedaccordingtoplan(ortheyevenpeteroutduringtheirprojectlifecycle);
(2)Managementandemployeesfeeltheylackabroadoverviewofon-goingprojects(especiallywhenthenumberofon-goingprojectsincreasesasmoreandmoreprojectsarenotcompletedaccordingtoplan);
(3)Peopleexperiencestressasresourcesarecontinuouslyreallocatedacrossprojectsinordertomakeendsmeet.
Theseobservationsareespeciallyinterestingbecausethecompanieswereincludedintheresearchprojectbecausetheyweresupposedtobeespecially,experiencedinPPM,andbecausetheyactuallyengageinPPMaccordingtotheextantbodyofliteratureonPPM.Forexample,partofthecompanies’PPMincludedanefforttopickthebestprojectsonthebasisofexplicitorimplicitcriteria,andanefforttoallocatesufficientresourcestotheseprojects.
However,despiteefforts,topractice‘good’PPM,thesecompaniesexperiencesevereproblemsinrelationtoPPM–especiallyinlettingenoughresourcesgointothe‘right’projects.ThepurposeofthispaperistoconfrontPPMasadvocatedbynormativetheorieswithactualPPMpractices.Hence,thepurposeistoconfrontPPMtheorieswithPPMasperceivedbymanagersandotheremployeesforwhomPPMispartof,oraffects,theirworkconditions.
However,inthispaper,wearemoreinterestedinPPMasenactedbycompaniesthaninuniversallytrueperceptions.Hence,weadheretoWeick’s[1–3]notionofenactmentasthepreconceptionsthatareusedtosetasideaportionofthefieldofexperienceforfurtherattention.InregardtoPPM,enactedprojectsarethustheonesmanagementsetsasideforfurtherattention(i.e.PPM).Assuch,wefocusespeciallyonwaysactorsdefineorenactprojects[4]andmakesenseofhowtomanagethesumoftheprojects.Drawingonthisperspective,weaccountforfindingsthatsuggestwhycompaniesthatdoengageinPPMstillexperienceproblems.
2.Projectportfoliotheory
ThispaperdrawsonArcherandGhasemzadeh’s[5,p.208]definitionofprojectportfoliosas‘‘agroupofprojectsthatarecarriedoutunderthesponsorshipand/ormanagementofaparticularorganization’’.Henceforth,wedefinePPMasthemanagerialactivitiesthatrelateto
(1)theinitialscreening,selectionandprioritisationofprojectproposals,
(2)theconcurrentreprioritisationofprojectsintheportfolio,
(3)theallocationandreallocationofresourcestoprojectsaccordingtopriority.
Forquitesometimeresearchershavesuggestedthatlowcompletionratesfornewproductdevelopment(NPD)projectsandnewproductfailurerelatetoresourcedeficienciesinkeyareas[6,7].Furthermore,whileahostofresearchers[8–10]havefocusedonthedimensionofPPMthatconcernsprocessesrelatingtoselectionofprojectstobeincludedintheportfolio,researche.g.[11]alsoincreasinglyfocusesontheday-todaymanagementoftheprojectportfolio.
3.Methodology
Overaperiodoftwoyears,wedidempiricalresearchonhowcompaniesmanagetheirentirerangeofprojects,e.g.renewalprojects,strategicprojects,ITprojects,departmentallyspecificprojects,andprod
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