The Experts below are selected from a list of 19821 Experts worldwide ranked by ideXlab platform
Kieran Conboy - One of the best experts on this subject based on the ideXlab platform.
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contemporary project Portfolio Management reflections on the development of an australian competency standard for project Portfolio Management
International Journal of Project Management, 2013Co-Authors: Michael F Young, Kieran ConboyAbstract:Abstract Project Portfolio Management is an emerging aspect of business Management that focuses on how projects are selected, prioritised, integrated, managed and controlled in the multi-project context that exists in modern organisations. Competency standards have been developed by professional bodies for project managers. However, to date there has been no attempt to develop a competency standard at the Portfolio Management level. This paper examines the process for development of the first performance-based competency standard for project Portfolio Management and identifies how this contributes to the body of knowledge in both project Portfolio Management and project Management more broadly. The intent is to use the Standard to improve project Portfolio Management capability and practice in organisations, which in turn promotes efficient resource use and more profitable project outcomes. Specific issues regarding Australian practice are described, along with implications for how this may impact Australian practice in the future.
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Contemporary project Portfolio Management: Reflections on the development of an Australian competency standard for project Portfolio Management
International Journal of Project Management, 2013Co-Authors: Michael Young, Kieran ConboyAbstract:Project Portfolio Management is an emerging aspect of business Management that focuses on how projects are selected, prioritised, integrated, managed and controlled in the multi-project context that exists in modern organisations. Competency standards have been developed by professional bodies for project managers. However, to date there has been no attempt to develop a competency standard at the Portfolio Management level. This paper examines the process for development of the first performance-based competency standard for project Portfolio Management and identifies how this contributes to the body of knowledge in both project Portfolio Management and project Management more broadly. The intent is to use the Standard to improve project Portfolio Management capability and practice in organisations, which in turn promotes efficient resource use and more profitable project outcomes. Specific issues regarding Australian practice are described, along with implications for how this may impact Australian practice in the future. © 2013 Elsevier Ltd.
Elko J Kleinschmidt - One of the best experts on this subject based on the ideXlab platform.
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New Problems, New Solutions: Making Portfolio Management More Effective
Research Technology Management, 2000Co-Authors: Robert G Cooper, Scott J. Edgett, Elko J KleinschmidtAbstract:Presents solutions to problems which deal with companies' development Portfolios. Goal in Portfolio Management; Reasons for the prominence gained by Portfolio Management; Challenges in Portfolio Management. INSET: Research into Portfolio Management.
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new product Portfolio Management practices and performance
Journal of Product Innovation Management, 1999Co-Authors: Robert G Cooper, Scott J. Edgett, Elko J KleinschmidtAbstract:Effective Portfolio Management is vital to successful product innovation. Portfolio Management is about making strategic choices—which markets, products, and technologies our business will invest in. It is about resource allocation—how you will spend your scarce engineering, R&D, and marketing resources. It focuses on project selection—on which new product or development projects you choose from the many opportunities you face. And it deals with balance—having the right balance between numbers of projects you do and the resources or capabilities you have available. In this article, the authors reveal the findings of their extensive study of Portfolio Management in industry. This study, the first of its kind, reports the Portfolio Management practices and performance of 205 U.S. companies. Its overall objective was to gain insights into what Portfolio methods companies use, whether they are satisfied with them, the performance results they achieve with the different approaches, and suggestions for others who are considering implementing Portfolio Management. The research first assesses Management’s satisfaction with Portfolio methods they employ and notes that some firms face major problems in Portfolio Management. Next, businesses are grouped or clustered into four groups according to Management’s view of Portfolio Management: Cowboys, Crossroads, Duds, and Benchmark businesses. Various performance metrics are used to gauge the performance of the business’s Portfolio. The results reveal major differences between the best and the worst. Benchmark businesses are the top performers. Their new product Portfolios consistently score the best in terms of performance—high-value projects, aligned with the business’s strategy, the right balance of projects, and the right number of projects. The authors take a closer look at these benchmark businesses to determine what distinguishes their projects from the rest. Benchmark businesses employ a much more formal, explicit method to managing their Portfolio of projects. They rely on clear, well-defined Portfolio procedures, they consistently apply their Portfolio method to all projects, and Management buys into the approach. The relative popularity of various Portfolio methods—from financial methods to strategic approaches, bubble diagrams, and scoring approaches—are investi
Jacek P. Maryan - One of the best experts on this subject based on the ideXlab platform.
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SERVICES I - From Portfolio Management to Portfolio Optimization Application Portfolio Management in the SOA Era
2009 Congress on Services - I, 2009Co-Authors: Jacek P. MaryanAbstract:Application Portfolio Management (APM) in today’s Service Oriented Architecture (SOA) enabled world is becoming increasingly difficult. A traditional APM approach does not address the need to manage not only the business applications but all the SOA related assets (i.e., services, components, applications and underlying infrastructure). Improper Portfolio Management during and after SOA implementation could undermine business benefits and hinder institutionalization. The Service And Value Excellence Application Portfolio Management (SAVE APM) approach addresses all these deficiencies. Similar in nature to a traditional APM, it applies a patented, leading edge Application Balanced Scorecard Optimizer (ABSCO) “fuzzy logic” algorithm together with “Monte Carlo” simulation to actively manage and optimize the Portfolio of all the SOA related assets. This approach is also highly applicable to traditional, non-SOA environments and Portfolios, including IT Portfolio Management.
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From Portfolio Management to Portfolio optimization - Application Portfolio Management in the SOA era
SERVICES 2009 - 5th 2009 World Congress on Services, 2009Co-Authors: Jacek P. MaryanAbstract:Application Portfolio Management (APM) in today's service oriented architecture (SOA) enabled world is becoming increasingly difficult. A traditional APM approach does not address the need to manage not only the business applications but all the SOA related assets (i.e., services, components, applications and underlying infrastructure). Improper Portfolio Management during and after SOA implementation could undermine business benefits and hinder institutionalization. The service and value excellence application Portfolio Management (SAVE APM) approach addresses all these deficiencies. Similar in nature to a traditional APM, it applies a patented, leading edge application balanced scorecard optimizer (ABSCO) ldquofuzzy logicrdquo algorithm together with ldquoMonte Carlordquo simulation to actively manage and optimize the Portfolio of all the SOA related assets. This approach is also highly applicable to traditional, non-SOA environments and Portfolios, including IT Portfolio Management.
Katja Maria Hydle - One of the best experts on this subject based on the ideXlab platform.
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EXPLORING NEW SERVICE Portfolio Management
International Journal of Innovation Management, 2017Co-Authors: Karl Joachim Breunig, Katja Maria HydleAbstract:Most research on the Management of innovation Portfolios has focused on new product Portfolios, whereas the Management of new service Portfolios has not been researched correspondingly. This paper addresses this literature gap by exploring Portfolio Management of New Service Development (NSD) activities empirically. The paper applies a qualitative research design, where data was collected in 52 in-depth interviews with managers and employees involved with NSD. The study finds that the Portfolio Management activities and processes were carried out in parallel with the NSD process, and that the most important stakeholders in the NSD Portfolio Management organization were top managers not involved in the daily NSD operations. Findings reveal that the firms used a great variety of criteria when making Portfolio decisions. However, contrary to prescriptions based on new product development research, the decision process exposed for NSD was to a limited degree assisted by explicit Portfolio Management tools. We explicate our findings in five propositions.
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EXPLORING NEW SERVICE Portfolio Management
International Journal of Innovation Management, 2016Co-Authors: Tor Helge Aas, Karl Joachim Breunig, Katja Maria HydleAbstract:Most research on the Management of innovation Portfolios has focused on new product Portfolios, whereas the Management of new service Portfolios has not been researched correspondingly. This paper addresses this literature gap by exploring Portfolio Management of New Service Development (NSD) activities empirically. The paper applies a qualitative research design, where data was collected in 52 in-depth interviews with managers and employees involved with NSD. The study finds that the Portfolio Management activities and processes were carried out in parallel with the NSD process, and that the most important stakeholders in the NSD Portfolio Management organization were top managers not involved in the daily NSD operations. Findings reveal that the firms used a great variety of criteria when making Portfolio decisions. However, contrary to prescriptions based on new product development research, the decision process exposed for NSD was to a limited degree assisted by explicit Portfolio Management tools. We explicate our findings in five propositions. © 2017 World Scientific Publishing Europe Ltd.
Robert G Cooper - One of the best experts on this subject based on the ideXlab platform.
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New Problems, New Solutions: Making Portfolio Management More Effective
Research Technology Management, 2000Co-Authors: Robert G Cooper, Scott J. Edgett, Elko J KleinschmidtAbstract:Presents solutions to problems which deal with companies' development Portfolios. Goal in Portfolio Management; Reasons for the prominence gained by Portfolio Management; Challenges in Portfolio Management. INSET: Research into Portfolio Management.
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new product Portfolio Management practices and performance
Journal of Product Innovation Management, 1999Co-Authors: Robert G Cooper, Scott J. Edgett, Elko J KleinschmidtAbstract:Effective Portfolio Management is vital to successful product innovation. Portfolio Management is about making strategic choices—which markets, products, and technologies our business will invest in. It is about resource allocation—how you will spend your scarce engineering, R&D, and marketing resources. It focuses on project selection—on which new product or development projects you choose from the many opportunities you face. And it deals with balance—having the right balance between numbers of projects you do and the resources or capabilities you have available. In this article, the authors reveal the findings of their extensive study of Portfolio Management in industry. This study, the first of its kind, reports the Portfolio Management practices and performance of 205 U.S. companies. Its overall objective was to gain insights into what Portfolio methods companies use, whether they are satisfied with them, the performance results they achieve with the different approaches, and suggestions for others who are considering implementing Portfolio Management. The research first assesses Management’s satisfaction with Portfolio methods they employ and notes that some firms face major problems in Portfolio Management. Next, businesses are grouped or clustered into four groups according to Management’s view of Portfolio Management: Cowboys, Crossroads, Duds, and Benchmark businesses. Various performance metrics are used to gauge the performance of the business’s Portfolio. The results reveal major differences between the best and the worst. Benchmark businesses are the top performers. Their new product Portfolios consistently score the best in terms of performance—high-value projects, aligned with the business’s strategy, the right balance of projects, and the right number of projects. The authors take a closer look at these benchmark businesses to determine what distinguishes their projects from the rest. Benchmark businesses employ a much more formal, explicit method to managing their Portfolio of projects. They rely on clear, well-defined Portfolio procedures, they consistently apply their Portfolio method to all projects, and Management buys into the approach. The relative popularity of various Portfolio methods—from financial methods to strategic approaches, bubble diagrams, and scoring approaches—are investi
