it ppm i practice and theory aau (06.10.17) 1pure.au.dk/portal/files/121535250/it_ppm_in... · ppm...

EKSAMENIT UNIVERSITETFORÅR 2016

IT PROJEKT OG PROGRAMSTYRING

IT PPM IN PRACTICE AND THEORY

AALBORG UNIVERSITETCAND.IT 06.10.2017

CORE LITERATURE CORE LITERATURE CORE LITERATURE CORE LITERATURE

• Nolan, Richard, and F. Warren McFarlan. "Information technology and the board of directors." Harvard business review 83.10 (2005): 96.

• Hansen, Lars Kristian, and Pernille Kræmmergaard. "Discourses and theoretical Assumptions in IT Project Portfolio Management: a review of the literature." International Journal of Information Technology Project Management 5.3 (2014).

• Hansen, Lars Kristian, Pernille Kræmmergaard, and Lars Mathiassen. "IT project portfolio governance practice: An investigation into work design problems." Journal of Information Technology Case and Application Research 19.2 (2017): 81-101.

2

Lars K. Hansen

9 publications

PLOTPLOTPLOTPLOT

GOAL OF THE PRESENTATIONGOAL OF THE PRESENTATIONGOAL OF THE PRESENTATIONGOAL OF THE PRESENTATION

� To provide definitions and understanding regarding IT Project portfolio management (IT PPM)

� To provide examples of theoretical lenses which can utilized to understand important aspects of IT PPM (and project management in general).

5

TIME SCHEDULE TIME SCHEDULE TIME SCHEDULE TIME SCHEDULE

• 08.15 - 09.00 Part I

• 09.00 - 09.15 Break

• 09.15 - 10.00 Part II

• 10.00 – 12.00 Exercises

6

ORIGINORIGINORIGINORIGIN

ORIGINORIGINORIGINORIGIN

The word originates from the Italian word portafogli:

• Portare 'carry‘

• Foglio 'leaf'

8

MODERN PORTFOLIO THEORY MODERN PORTFOLIO THEORY MODERN PORTFOLIO THEORY MODERN PORTFOLIO THEORY

• Portfolio research formed by Nobel price winner H. M. Markowitch

• Focus on financial portfolios, not directly applicable to project portfolios

• Groundbreaking article in Journal of Finance

• Risks have to be taking into account at the portfolio level

• Diversification in investments is a measure to reduce risks

• Reduce covariance in investments (Markowitch, 1952)

9

Markowitch, 1952)

ORIGINORIGINORIGINORIGIN

A portfolio perspective is adopted by:

• Development of medicine and weapons etc. (Morris and Pinto, 2007)

• New product development projects (NPD)

• Research and development projects (R&D)

• Construction projects etc.

• Since the early 80’s used in management of IT projects (Mcfarlan, 1981)

10

¨̈̈̈IT PROJECT PORFOLIO CHARACTERISTICS IT PROJECT PORFOLIO CHARACTERISTICS IT PROJECT PORFOLIO CHARACTERISTICS IT PROJECT PORFOLIO CHARACTERISTICS

• Difficult evaluation and comparison of IT projects

• Strong interdependencies between IT Projects

• Specific governance context

• Internal sponsorship of IT projects

• Need for unique skills and resources

• Specific risks and high degree of uncertainty (Frey, 2014)

11

RELEVANCE RELEVANCE RELEVANCE RELEVANCE

RELEVANCE RELEVANCE RELEVANCE RELEVANCE

1. Arguments for increasing importance of

(IT) Project portfolio management in organizations (in general)

2. Arguments for increasing importance of (IT) Project portfolio management in organizations you know

13

MORE PROJECTS MORE PROJECTS MORE PROJECTS MORE PROJECTS

14

ORGANIZATIONAL STRUCTURES ORGANIZATIONAL STRUCTURES ORGANIZATIONAL STRUCTURES ORGANIZATIONAL STRUCTURES ---- HOLACRACY HOLACRACY HOLACRACY HOLACRACY

Bernstein et. al. (2016)

INCREASING IMPORTANCE OF IT IN BUSINESSINCREASING IMPORTANCE OF IT IN BUSINESSINCREASING IMPORTANCE OF IT IN BUSINESSINCREASING IMPORTANCE OF IT IN BUSINESS

Nolan and McFarlan (2005)

PPM DEFINITIONSPPM DEFINITIONSPPM DEFINITIONSPPM DEFINITIONS

NEW COMPETENCIES NEEDED

PPM AND IT GOVERNANCE PPM AND IT GOVERNANCE PPM AND IT GOVERNANCE PPM AND IT GOVERNANCE

18

Project Portfolio Management Project Portfolio Management Project Portfolio Management Project Portfolio Management Portfolio management the important mechanisms

supporting accountability and desirable behavior (Weill and Ross, 2004)

IT Governance IT Governance IT Governance IT Governance IT governance: Specifying the decision rights and

accountability framework to encourage desirable behavior in the use of IT (Weill and Ross, 2004)

DIFFERENCES BETWEEN LEVELS DIFFERENCES BETWEEN LEVELS DIFFERENCES BETWEEN LEVELS DIFFERENCES BETWEEN LEVELS

NEW COMPETENCIES NEEDED

Portfolio

Program

Projects Projects

Program

Projects ProjectsOther work

Do the right

projects

Do the

projects right

Strategic

level

Operational

level

19

PPM STANDARDSPPM STANDARDSPPM STANDARDSPPM STANDARDS

20

PORTFOLIOPORTFOLIOPORTFOLIOPORTFOLIO

NEW COMPETENCIES NEEDED

Portfolio A collection of components that are grouped together to facilitate the effective management of that work in order to meet strategic business objectives (PMI, 2008)

Portfolio management Portfolio management is the centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs and other related work to achieve specific strategic business objectives (PMI, 2008).

21

PROGAMPROGAMPROGAMPROGAM

NEW COMPETENCIES NEEDED

Program A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually (PMI, 2008)

Program ManagementThe centralized coordinated management of a program to achieve the program´s strategic objectives and benefits (PMI, 2008)

22

PROJECTPROJECTPROJECTPROJECT

NEW COMPETENCIES NEEDED

Project

A temporary effort to create a unique

product, service or result (PMI,

2008)

Project Management

The application of knowledge, skills,

tools and techniques to project

activities to meet the project

requirements (PMI, 2008)

23

PROJECT PORTFOLIO MANAGEMENT LEVELS PROJECT PORTFOLIO MANAGEMENT LEVELS PROJECT PORTFOLIO MANAGEMENT LEVELS PROJECT PORTFOLIO MANAGEMENT LEVELS

Kendall and Rollins (2003)

MINI CASE MINI CASE MINI CASE MINI CASE

DSBS PROJEKTDSBS PROJEKTDSBS PROJEKTDSBS PROJEKT---- OG PORTEFØLJEPORTALOG PORTEFØLJEPORTALOG PORTEFØLJEPORTALOG PORTEFØLJEPORTAL

Interessant fordi:

• En portal kan standardisere og integrere data på tværs af organisatoriske

enheder

• DSB-casen må vises offentlig

• Anvender Microsoft Online som platform

Organisationens udgangspunkt:

• Projektet startede foråret 2014 og første runde er netop afsluttet

• DSB have allerede formaliserede governance og porteføljeprocesser, og

har udfaset en projekt- og porteføljestyrings platform

FORSIDE PÅ DSB’S PROJEKTPORTALFORSIDE PÅ DSB’S PROJEKTPORTALFORSIDE PÅ DSB’S PROJEKTPORTALFORSIDE PÅ DSB’S PROJEKTPORTAL

PORTEFØLJEOVERBLIKPORTEFØLJEOVERBLIKPORTEFØLJEOVERBLIKPORTEFØLJEOVERBLIK

PROJEKTS METADATAPROJEKTS METADATAPROJEKTS METADATAPROJEKTS METADATA

PROJEKTS FINANSIELLE DATAPROJEKTS FINANSIELLE DATAPROJEKTS FINANSIELLE DATAPROJEKTS FINANSIELLE DATA

PROJEKTS PROJEKTPLANPROJEKTS PROJEKTPLANPROJEKTS PROJEKTPLANPROJEKTS PROJEKTPLAN

PORTEFØLJENS RESSOURCEPULJE PORTEFØLJENS RESSOURCEPULJE PORTEFØLJENS RESSOURCEPULJE PORTEFØLJENS RESSOURCEPULJE

STRATEGISK VÆRDISTRATEGISK VÆRDISTRATEGISK VÆRDISTRATEGISK VÆRDI

STRATEGISK OVERBLIKSTRATEGISK OVERBLIKSTRATEGISK OVERBLIKSTRATEGISK OVERBLIK

STAGESTAGESTAGESTAGE----GATEGATEGATEGATE

PPM STANDARDSPPM STANDARDSPPM STANDARDSPPM STANDARDS

36

PPM BEST PRACTICES (PMI, 2008)PPM BEST PRACTICES (PMI, 2008)PPM BEST PRACTICES (PMI, 2008)PPM BEST PRACTICES (PMI, 2008)

NEW COMPETENCIES NEEDED

#1. Relating the portfolio to strategy

#2. Allocating finances and human resources

#3. Measuring component contributions

#4. Strategic risk management

#1. RELATING THE PORTFOLIO TO STRATEGY#1. RELATING THE PORTFOLIO TO STRATEGY#1. RELATING THE PORTFOLIO TO STRATEGY#1. RELATING THE PORTFOLIO TO STRATEGY

NEW COMPETENCIES NEEDED

Question: Do we dedicate our resources to top priorities?

Practices:

• Use strategic drivers

• Balance between:

• Short vs. long term goals

• High vs. low risk projects

• Segments

• Timing

#1. RELATING THE PORTFOLIO TO STRATEGY#1. RELATING THE PORTFOLIO TO STRATEGY#1. RELATING THE PORTFOLIO TO STRATEGY#1. RELATING THE PORTFOLIO TO STRATEGY

NEW COMPETENCIES NEEDED

39

#2. ALLOCATING FINANCES AND HUMAN RESOURCES#2. ALLOCATING FINANCES AND HUMAN RESOURCES#2. ALLOCATING FINANCES AND HUMAN RESOURCES#2. ALLOCATING FINANCES AND HUMAN RESOURCES

NEW COMPETENCIES NEEDED

Question: Do we use our finances in a transparent and

efficient way?

Practices:

A (centralized) overview of costs at Portfolio-, program-

and project level

40

#2. ALLOCATING FINANCES RESOURCES#2. ALLOCATING FINANCES RESOURCES#2. ALLOCATING FINANCES RESOURCES#2. ALLOCATING FINANCES RESOURCES

41

#2. ALLOCATING FINANCES AND HUMAN RESOURCES#2. ALLOCATING FINANCES AND HUMAN RESOURCES#2. ALLOCATING FINANCES AND HUMAN RESOURCES#2. ALLOCATING FINANCES AND HUMAN RESOURCES

NEW COMPETENCIES NEEDED

Question: Do we allocate your human resources

transparent and efficient?

Practices:

• Centralized resource pool

• Functional division of resources

• Time tracking

42

#2. ALLOCATING HUMAN RESOURCES#2. ALLOCATING HUMAN RESOURCES#2. ALLOCATING HUMAN RESOURCES#2. ALLOCATING HUMAN RESOURCES

NEW COMPETENCIES NEEDED

43

#3. MEASURING COMPONENT CONTRIBUTIONS#3. MEASURING COMPONENT CONTRIBUTIONS#3. MEASURING COMPONENT CONTRIBUTIONS#3. MEASURING COMPONENT CONTRIBUTIONS

NEW COMPETENCIES NEEDED

Question: How do we know that our portfolio creates

value?

Practices:

• Benefit management at program and project level

• Business case includes:

• Tangible and intangible benefits/costs

• Long and short term benefits/costs

• Post project review after 6 months

44

#4. STRATEGIC RISK MANAGEMENT#4. STRATEGIC RISK MANAGEMENT#4. STRATEGIC RISK MANAGEMENT#4. STRATEGIC RISK MANAGEMENT

45

Question: How do we avoid doing the same

mistakes in later projects?

Practices:

• Apply the 80-20 rule to track failures (pareto

diagrams)

• Taking advantages of a lessons leaned database

• Risk management as mandatory in projects

#4. STRATEGIC RISK MANAGEMENT: #4. STRATEGIC RISK MANAGEMENT: #4. STRATEGIC RISK MANAGEMENT: #4. STRATEGIC RISK MANAGEMENT: PARETO DIAGRAMPARETO DIAGRAMPARETO DIAGRAMPARETO DIAGRAM

46

0

5

10

15

20

25

30

Projekter forsinket mere end 6 måneder N=50

PPM BEST PRACTICES (PMI, 2008)PPM BEST PRACTICES (PMI, 2008)PPM BEST PRACTICES (PMI, 2008)PPM BEST PRACTICES (PMI, 2008)

NEW COMPETENCIES NEEDED

#1. Relating the portfolio to strategy

#2. Allocating finances and human resources

#3. Measuring component contributions

#4. Strategic risk management

REFERENCES REFERENCES REFERENCES REFERENCES (PART I)(PART I)(PART I)(PART I)

Bernstein, Ethan, et al. "Beyond the holacracy hype." Harvard Business Review 94.7/8 (2016): 38-49.

Frey, Thorsten. "IT governance–Structures, processes, and relationships in IT decision-making."

Governance Arrangements for IT Project Portfolio Management. Springer Fachmedien Wiesbaden, 2014. 7-

34.

Kendall, Gerald I., and Steven C. Rollins. Advanced project portfolio management and the PMO:

multiplying ROI at warp speed. J. Ross Publishing, 2003.

Markowitz, Harry. "Portfolio selection." The journal of finance 7.1 (1952): 77-91.

McFarlan, F. Warren. "Portfolio approach to information-systems." Harvard business review 59.5 (1981):

142-150.

Morris, Peter, and Jeffrey K. Pinto, eds. The Wiley guide to project, program, and portfolio management.

Vol. 3. John Wiley & Sons, 2007.

Nolan, R. & McFarlan, F.W. 2005, "Information technology and the board of directors", Harvard business

review, vol. 83, no. 10, pp. 96.

PMI 2008, The Standard for Portfolio Management, 2st edn, Project Management Institute (PMI),

Pennsylvania USA.

Weill, Peter, and Jeanne W. Ross. IT governance: How top performers manage IT decision rights for superior

results. Harvard Business Press, 2004.

BREAKEBREAKEBREAKEBREAKE

NEW COMPETENCIES NEEDED

PLOTPLOTPLOTPLOT

IT PROJECT PORTFOLIO GOVERNANCE PRACTICE: IT PROJECT PORTFOLIO GOVERNANCE PRACTICE: IT PROJECT PORTFOLIO GOVERNANCE PRACTICE: IT PROJECT PORTFOLIO GOVERNANCE PRACTICE: AN INVESTIGATION INTO WORK DESIGN PROBLEMS AN INVESTIGATION INTO WORK DESIGN PROBLEMS AN INVESTIGATION INTO WORK DESIGN PROBLEMS AN INVESTIGATION INTO WORK DESIGN PROBLEMS

• A spinoff from the DISIMIT project -Local governments asked for models to improve IT Project Portfolio Management• My PhD-dissertation • An academic article to be submitted to Information and Organization

Hansen, Kræmmergaard and Mathiassen

THEORETICAL LEN THEORETICAL LEN THEORETICAL LEN THEORETICAL LEN Work Design Theory

WORK DESIGN THEORY WORK DESIGN THEORY WORK DESIGN THEORY WORK DESIGN THEORY Work Design Theory

Level A

Level N Level N Level N

Level BControl across

hierarchical

levels

Coordination across

functions and units

WORK DESIGN THEORYWORK DESIGN THEORYWORK DESIGN THEORYWORK DESIGN THEORY Work Design Theory

Control across

hierarchical levels

Coordination across

functions and units

Coordination-

problems

Control

problemsComplex networks-

problems

Sinha and Van de Ven (2005)

CONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMS Work Design Theory

Authority, knowledge, resources

Control mechanisms Control mechanisms Control mechanisms Control mechanisms

CONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMS Work Design Theory

Management may apply different forms of control

mechanisms, formal and informal

To apply effective control mechanisms management should

take into account:

• Task

• Other control mechanisms in effect

• Experience and motivation of the employee

• Context (Kirsch, 1997)

WORK DESIGN THEORY WORK DESIGN THEORY WORK DESIGN THEORY WORK DESIGN THEORY Work Design Theory

Control across

hierarchical levels

Coordination across

functions and units

Coordination-

problems

Control

problemsComplex networks-

problems

Sinha and Van de Ven (2005)

COORDINATION PROBLEMSCOORDINATION PROBLEMSCOORDINATION PROBLEMSCOORDINATION PROBLEMS

Post-

selections

phase

Selections

phase

Pre-

selections

phase

Archer & Ghasemzadeh (2007)

MODULARITHY AT IBM MODULARITHY AT IBM MODULARITHY AT IBM MODULARITHY AT IBM

IBMs success and

production off the IBM

360 gave attention to

modularity.

Independent modules

provides flexibility and

speed in change (Baldwin

and Clark, 1997)

MODULARITHY AT IBM MODULARITHY AT IBM MODULARITHY AT IBM MODULARITHY AT IBM

Post-selections phase

Selections phase

Pre-selections phase

Modul 1 Modul 2 Modul 3

Information not Information not Information not Information not important important important important

across across across across modulesmodulesmodulesmodules

Information which Information which Information which Information which is important is important is important is important

across modulesacross modulesacross modulesacross modules

(Hansen et al. 2016)

CASE CASE CASE CASE

CASE AND METHODCASE AND METHODCASE AND METHODCASE AND METHOD

�

�

�

�

�

�

�

Mathiassen (2002);

Van de Ven (2007)

CONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMS

Authority Knowledge Resources

Caution

Political level

Director level

IT leader level

Project level

CONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMS

Political level

Director level

IT leader level

Project level

Vastly use of informal

mechanisms

Minor bureaucracy

Difficult to communicate across

time and space

Less explicit in performance

and use of resources

COORDINATION PROBLEMSCOORDINATION PROBLEMSCOORDINATION PROBLEMSCOORDINATION PROBLEMS

Post-selections phase

Selections phase

Pre-selections phase

Modul 1 Modul 2 Modul 3

Information not Information not Information not Information not important important important important

across across across across modulesmodulesmodulesmodules

Information which Information which Information which Information which is important is important is important is important

across across across across modulesmodulesmodulesmodules

COMPLEX NETWORK PROBLEMCOMPLEX NETWORK PROBLEMCOMPLEX NETWORK PROBLEMCOMPLEX NETWORK PROBLEM

Newport, a political organization, is implicated

in a network of different interests,

government, demands of companies, citizens,

and political constellations

Newport’s silo structure constitutes

barriers for PPM

COMPLEX NETWORK PROBLEMCOMPLEX NETWORK PROBLEMCOMPLEX NETWORK PROBLEMCOMPLEX NETWORK PROBLEM

DISCOURSES AND THEORETICAL ASSUMPTIONS IN DISCOURSES AND THEORETICAL ASSUMPTIONS IN DISCOURSES AND THEORETICAL ASSUMPTIONS IN DISCOURSES AND THEORETICAL ASSUMPTIONS IN IT PPMIT PPMIT PPMIT PPM

• A spinoff from the DISIMIT project -

Local governments asked for models to improve IT

Project Portfolio Management

• An article developed by

Hansen and Kræmmergaard (2014)

DEFINING IT PPMDEFINING IT PPMDEFINING IT PPMDEFINING IT PPM

Defining IT PPM

“Management of a group of [IT] projects that are carried

out under the sponsorship and/or management of a

particular organization”. (Archer & Ghasemzadeh, 1999)

SELECTING A STOCK OF IT PPM LITERATURESELECTING A STOCK OF IT PPM LITERATURESELECTING A STOCK OF IT PPM LITERATURESELECTING A STOCK OF IT PPM LITERATURE

THEORETICAL LENS THEORETICAL LENS THEORETICAL LENS THEORETICAL LENS

(Detz , 1996)

IT PPM RESEARCH BIAS IT PPM RESEARCH BIAS IT PPM RESEARCH BIAS IT PPM RESEARCH BIAS

(Hansen and Kræmmergard, 2014)

THEORETICAL LENS THEORETICAL LENS THEORETICAL LENS THEORETICAL LENS

(Detz , 1996)

(Hansen and Kræmmergard, 2014)

Verhoef (2002) “Quantifying portfolio management”

About formalizing PPM to mathematical calculations and

formalized mechanisms

Formal PPM mechanisms can be transformed across time

and space

Formal PPM mechanisms has a high explicitness in

performance (performance expressed in numbers are easier

to evaluate than text or conversations).

IT PPM AS A MACHINE IT PPM AS A MACHINE IT PPM AS A MACHINE IT PPM AS A MACHINE

(Hansen and Kræmmergard, 2014)

People behave on the basis of their individual

interpretations and perceptions (Blichfeldt and Eskerod,

2008)

Organizational behavior can not be reduced to formal

mechanisms.

Organizations behavior are (sometimes) unpredictable, not

rational, and packed with social dilemmas:

- selection of projects involves social compromises

- employees lose motivation if control is too strict.

Do all organizational actors have the same goals…?

IT PPM AS INTERPRETATION AND SOCIAL ISSUESIT PPM AS INTERPRETATION AND SOCIAL ISSUESIT PPM AS INTERPRETATION AND SOCIAL ISSUESIT PPM AS INTERPRETATION AND SOCIAL ISSUES

(Hansen and Kræmmergard, 2014)

The vicious circles of planning and control by

Platje and Seidel (1993)

PPM has intrinsic mechanisms with

conflicting interests

A vicious cycle - top management wants

control and imposes control PPM

mechanisms.

Local departments wants autonomy and

react by establishing advert mechanisms

IT PPM AS CONFLICT BETWEEN DIFFERENT INTERESTSIT PPM AS CONFLICT BETWEEN DIFFERENT INTERESTSIT PPM AS CONFLICT BETWEEN DIFFERENT INTERESTSIT PPM AS CONFLICT BETWEEN DIFFERENT INTERESTS

(Hansen and Kræmmergard, 2014)

Only scarce PPM research utilizes this

perspective

Hansen (2013) shows how disguised power

relations provide barriers for implementing

PPM.

- despite the organization is managed by the

central unit, the research reveals that local

units have the final say and organizational silos

are found to be predominate actors.

IT PPM AS DISGUISED POWER RELATIONSIT PPM AS DISGUISED POWER RELATIONSIT PPM AS DISGUISED POWER RELATIONSIT PPM AS DISGUISED POWER RELATIONS

(Hansen (2013)

IT PPM AS DISGUISED POWER RELATIONSIT PPM AS DISGUISED POWER RELATIONSIT PPM AS DISGUISED POWER RELATIONSIT PPM AS DISGUISED POWER RELATIONS

STRENGTHS AND WEAKNESS IN IT PPM RESEARCH STRENGTHS AND WEAKNESS IN IT PPM RESEARCH STRENGTHS AND WEAKNESS IN IT PPM RESEARCH STRENGTHS AND WEAKNESS IN IT PPM RESEARCH

(Hansen and Kræmmergard, 2014)

Utilize the theoretical insights of

“machine/marked perspective” research

taking the (PMI, OGC etc.)

Raise awareness of the “machine/marked

perspective” limitations regarding: social

issues, different interests, and hidden power

relations.

In a time with changing organizational

structures and impact of globalization

(different cultures, time zones)

In a context with traditions for empowering

and delegating responsibility to local actors

New ways to organize….

PLOTPLOTPLOTPLOT

REFERENCES REFERENCES REFERENCES REFERENCES (PART II)(PART II)(PART II)(PART II)

Archer, N.P. & Ghasemzadeh, F. 1999, "An integrated framework for project portfolio selection", International Journal of Project

Management, vol. 17, no. 4, pp. 207.

Archer, N.P. & Ghasemzadeh, F. 2007, "Project Portfolio Selection and Management" in Project program & Portfolio Management,

eds. P.W.G. Morris & J.K. Pinto, 1st edn, John Wiley & Sons, Inc., Hobo, United States of America, New Jersey, pp. 199-225.

Baldwin, Carliss Y., and Kim B. Clark. "Managing in an age of modularity." Managing in the modular age: Architectures, networks,

and organizations 149 (2003).

Blichfeldt, Bodil Stilling, and Pernille Eskerod. "Project portfolio management–There’s more to it than what management enacts."

International Journal of Project Management 26.4 (2008): 357-365.

Deetz, Stanley. "Crossroads-describing differences in approaches to organization science: Rethinking Burrell and Morgan and their

legacy." Organization science 7.2 (1996): 191-207.

Hansen, Lars Kristian. "IT Project Portfolio Management: Vertical and Horizontal Work Design Problems in a Public Organization."

(2013).

HANSEN LK and KRÆMMERGAARD P (2014) Discourses and Theoretical Assumptions in IT Project Portfolio Management: A Review

of The Literature. International Journal of Information Technology Project Management 5(3).

Kirsch, Laurie S. "Portfolios of control modes and IS project management." Information Systems Research 8.3 (1997): 215-239.

Platje, Adri, and Harald Seidel. "Breakthrough in multiproject management: how to escape the vicious circle of planning and

control." International Journal of Project Management 11.4 (1993): 209-213.

PMI 2008, The Standard for Portfolio Management, 2st edn, Project Management Institute (PMI), Pennsylvania USA.

Sinha, Kingshuk K., and Andrew H. Van de Ven. "Designing work within and between organizations." Organization Science 16.4

(2005): 389-408.

Verhoef, Chris. "Quantitative IT portfolio management." Science of computer programming 45.1 (2002): 1-96.

QUESTIONS AND COMMENTS QUESTIONS AND COMMENTS QUESTIONS AND COMMENTS QUESTIONS AND COMMENTS

EXERCISESEXERCISESEXERCISESEXERCISES

SIXSIXSIXSIX QUESTIONS QUESTIONS QUESTIONS QUESTIONS

1. Hvilke typer organisationer, jf. Nolan og Mcfarlan (2005)’s

terminologi, vil opleve de største forandringer?

2. Hvad er forskellen mellem projekt, program, og porteføljestyring?

3. Hvad er forskellen på problemer på projektniveau og problemer

på porteføljeniveau?

4. Hvilke aspekter i porteføljestyring er der fokus på med ”Work

Design Theory” jf. Hansen Kræmmergaard and Mathiassen (2017)

5. Hvad bidrager de fire diskurser i Hansen og Kræmmergaard (2014)

med?

6. Hvorfor er det problematisk, når al forskning ift. IT PPM er

placeret i den samme diskurs?

CONTACT INFOMATION CONTACT INFOMATION CONTACT INFOMATION CONTACT INFOMATION

https://dk.linkedin.com/in/larskristianhansenppm

THE END