The Experts below are selected from a list of 360 Experts worldwide ranked by ideXlab platform
Alexander Kock - One of the best experts on this subject based on the ideXlab platform.
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Project Portfolio management information systems positive influence on performance the importance of process maturity
International Journal of Project Management, 2020Co-Authors: Alexander Kock, Babette Schulz, Julian Kopmann, Hans Georg GemündenAbstract:Abstract Companies increasingly support their Project Portfolio management processes with specific software, and the market for IT solutions is growing. While Project Portfolio management information systems (PPMIS) promise to improve the quality of the management process and eventually Portfolio performance, it is unclear whether they actually deliver on this promise. We lack empirical evidence regarding the actual benefits of PPMIS and knowledge on the conditions under which PPMIS application is most beneficial. Using a sample of 181 Project Portfolios, this study shows for the first time that PPMIS application is overall positively associated with the quality of Portfolio management processes and Project Portfolio success. However, moderation analyses further reveal that these effects only materialize when formalization of single Project management, Project Portfolio management, and risk management are sufficiently high. Surprisingly, the benefits of PPMIS application do not depend on Portfolio complexity (size, Project interdependency, dynamics).
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the role of Project Portfolio management in fostering both deliberate and emergent strategy
International Journal of Project Management, 2017Co-Authors: J Kopmann, Alexander Kock, Catherine P Killen, Hans Georg GemündenAbstract:Abstract Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability. This study explores strategic control mechanisms at the Project Portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence Project Portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only foster the implementation of intended strategies, but also disclose strategic opportunities by unveiling emerging patterns. Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the Project Portfolio level has an important role to play in the purposeful management of emergent strategies.
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a contingency approach on the impact of front end success on Project Portfolio success
Project Management Journal, 2016Co-Authors: Alexander Kock, Wilderich Heising, Hans Georg GemündenAbstract:The pre-Project or ideation phase is often disregarded in Project Portfolio management. Senior managers put more emphasis on later Project stages, and researchers predominantly investigate the fron...
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an empirical investigation on how Portfolio risk management influences Project Portfolio success
International Journal of Project Management, 2013Co-Authors: Juliane Teller, Alexander KockAbstract:Abstract Project risk management is recognized as essential in order to cope with the challenges arising from the environment. Literature suggests a Portfolio-wide perspective for managing risks in Project Portfolios. However, research on risk management and its success in a Project Portfolio context is scarce. This study examines how Portfolio risk management influences Project Portfolio success. Using a sample of 176 firms, this study provides evidence that Portfolio risk identification, the formalization of the Portfolio risk management process, and risk management culture directly influence risk transparency, whereas risk prevention, risk monitoring, and the integration of risk management into Project Portfolio management are directly connected to risk coping capacity. The findings also suggest that both risk transparency and risk coping capacity have a direct impact on Project Portfolio success. However, the results did not confirm the hypothesis that risk transparency and risk coping capacity have a complementary effect on success. Implications for scholars and Project Portfolio managers are discussed.
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impact of relationship value on Project Portfolio success investigating the moderating effects of Portfolio characteristics and external turbulence
International Journal of Project Management, 2013Co-Authors: Martin Voss, Alexander KockAbstract:Abstract Companies today need Project Portfolio management (PPM) to cope with the increasing number of Projects and use it to ensure comprehensive management, strategic alignment, and efficient use of resources. Moreover, customers are demanding more value from their suppliers. The management of a Project Portfolio and the corresponding customer relationship Portfolio implies a link between PPM and relationship management. By combining the fields of PPM and marketing, this study hypothesizes a connection between relationship value and Project Portfolio success. Because both parties need to extract value from a relationship, relationship value is divided into relationship value for the customer and relationship value from the customer. The results are based on a cross-industry sample of 174 German, Swiss, and Austrian medium-sized and large companies and rely on two informants from each firm. We find a significant relationship between relationship value and Project Portfolio success as well as moderating effects of Portfolio interdependency, Portfolio size, and technological turbulence.
Hans Georg Gemünden - One of the best experts on this subject based on the ideXlab platform.
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Project Portfolio management information systems positive influence on performance the importance of process maturity
International Journal of Project Management, 2020Co-Authors: Alexander Kock, Babette Schulz, Julian Kopmann, Hans Georg GemündenAbstract:Abstract Companies increasingly support their Project Portfolio management processes with specific software, and the market for IT solutions is growing. While Project Portfolio management information systems (PPMIS) promise to improve the quality of the management process and eventually Portfolio performance, it is unclear whether they actually deliver on this promise. We lack empirical evidence regarding the actual benefits of PPMIS and knowledge on the conditions under which PPMIS application is most beneficial. Using a sample of 181 Project Portfolios, this study shows for the first time that PPMIS application is overall positively associated with the quality of Portfolio management processes and Project Portfolio success. However, moderation analyses further reveal that these effects only materialize when formalization of single Project management, Project Portfolio management, and risk management are sufficiently high. Surprisingly, the benefits of PPMIS application do not depend on Portfolio complexity (size, Project interdependency, dynamics).
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a method for risk response planning in Project Portfolio management
Project Management Journal, 2020Co-Authors: Amir Ahmadijavid, Seyed Hamed Fateminia, Hans Georg GemündenAbstract:To improve the effectiveness of Project Portfolio risk management, a Portfolio-wide approach is required. Implementing a proactive strategy, this article presents a method based on mathematical opt...
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the role of Project Portfolio management in fostering both deliberate and emergent strategy
International Journal of Project Management, 2017Co-Authors: J Kopmann, Alexander Kock, Catherine P Killen, Hans Georg GemündenAbstract:Abstract Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability. This study explores strategic control mechanisms at the Project Portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence Project Portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only foster the implementation of intended strategies, but also disclose strategic opportunities by unveiling emerging patterns. Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the Project Portfolio level has an important role to play in the purposeful management of emergent strategies.
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a contingency approach on the impact of front end success on Project Portfolio success
Project Management Journal, 2016Co-Authors: Alexander Kock, Wilderich Heising, Hans Georg GemündenAbstract:The pre-Project or ideation phase is often disregarded in Project Portfolio management. Senior managers put more emphasis on later Project stages, and researchers predominantly investigate the fron...
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corporate innovation culture and dimensions of Project Portfolio success the moderating role of national culture
Project Management Journal, 2014Co-Authors: Barbara Natalie Unger, Johannes Rank, Hans Georg GemündenAbstract:This study examines the relationships between corporate innovation culture (analysis/practices) and dimensions of Project Portfolio success (strategic fit/Portfolio balance) as well as national-level culture practices as moderators. Data (N = 165) were collected in four countries differing in cultural practices. Analysis and practices were identified as positive, significant, and complementary predictors of both dimensions. As hypothesized, the corporate variables related more strongly and positively to the success dimensions when assertiveness was high rather than low. The findings, thus, suggest that corporate factors should be compatible with national culture to elevate the fit and balance of Project Portfolios.
Daniel Jonas - One of the best experts on this subject based on the ideXlab platform.
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predicting Project Portfolio success by measuring management quality a longitudinal study
IEEE Transactions on Engineering Management, 2013Co-Authors: Daniel Jonas, Alexander Kock, Hans Georg GemündenAbstract:Many firms struggle with managing a Portfolio of multiple interdependent Projects. Therefore, practitioners and researchers are eager to learn which factors affect Project Portfolio success and how it can be increased. However, it takes some time for changes in management practices to reveal their potential. Thus, it is interesting to know how Portfolio success can be predicted and what the possible indicators of this eventual success will look like. For this purpose, we propose the concept of management quality, which allows the anticipation of Project Portfolio success much earlier than the time at which established success criteria become measurable. We conceptualize and empirically validate management quality as a multidimensional construct consisting of information quality, allocation quality, and cooperation quality. We demonstrate the prognostic relevance of management quality to Project Portfolio success on a longitudinal sample of Project Portfolios with multiple informants over a time period of two years. Our results show a strong positive influence and thus support the notion of a causal link between management quality and Portfolio success.
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Behavior of internal stakeholders in Project Portfolio management and its impact on success
International Journal of Project Management, 2013Co-Authors: Claus Beringer, Daniel Jonas, Alexander KockAbstract:Stakeholder behavior and stakeholder management are key success factors within Project Portfolio management (PPM). This empirical study of 197 Project Portfolios investigates the effect of the intensity of engagement (IoE) of Portfolio-internal stakeholders on Project Portfolio success. We show that the effect of stakeholders is phase-specific and that role clarity as a measure of PPM maturity affects the nature of the relationship between the IoE of stakeholders and Portfolio success. The effects of the IoE of senior managers on success are not clearly positive with regard to strategic Portfolio structuring and are even negative in operative Portfolio steering in established PPM systems. In immature PPM systems, line managers tend to take advantage of their position in resource management. Surprisingly, the influence of Portfolio managers in Portfolio steering is insignificant. Altogether, this paper shows the diverse effect of the IoE of stakeholders on Portfolio success. This study enriches Project research by applying stakeholder theory to the Project Portfolio context and offers practical guidance for further professionalizing PPM. © 2012.
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establishing Project Portfolio management an exploratory analysis of the influence of internal stakeholders interactions
Project Management Journal, 2012Co-Authors: Claus Beringer, Daniel Jonas, Hans Georg GemündenAbstract:Project Portfolio management (PPM) is viewed as a management innovation that must be further established and professionalized in many firms. Stakeholder behavior and stakeholder management are key ...
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empowering Project Portfolio managers how management involvement impacts Project Portfolio management performance
International Journal of Project Management, 2010Co-Authors: Daniel JonasAbstract:Abstract Along with the increasing diffusion of Project Portfolio management a new managerial role evolves: the Project Portfolio manager. This new role is supposed to be pivotal in planning and controlling complex Project landscapes more effectively and more efficiently, in implementing Project Portfolio management practices as a management innovation, and in coping with traditional conflicts between line and Project managers in matrix organizations. However, by empowering Project Portfolio managers and giving their role more clarity and significance, the complex power balance between senior managers, line managers, and Project managers also has to change. These changes are assumed to lead to new tensions between traditional key players and the new role which will reduce the overall Project Portfolio performance. This paper uses the new role of the Project Portfolio manager and its interplay with line and senior management to explain how management involvement can positively and negatively impact Project Portfolio success at the same time. It therefore offers practitioners an initial point for designing organizational governance structures and job descriptions to increase the Portfolio management performance while implementing or reconfiguring the formal role definition of involved managers. For scholars this article paves the way for an empirical study on the impact of power re-distribution in Project (Portfolio) management.
Alberto Hernandezluna - One of the best experts on this subject based on the ideXlab platform.
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bi objective Project Portfolio selection in lean six sigma
International Journal of Production Economics, 2017Co-Authors: Vyacheslav V Kalashnikov, Francisco Benita, Francisco Lopezramos, Alberto HernandezlunaAbstract:Abstract There are many aspects of a successful implementation of Lean Six Sigma techniques. Typically, decision-makers have to consider multiple conflicting objectives, and in many cases, they lack a formal approach for selecting Projects. To meet the organization's requirements, some studies have proposed the use of multi-objective combinatorial optimization techniques. However, such formulations are notoriously difficult and complex to solve in reasonable computational time. In contrast to previous works, the present study proposes a novel integrated methodology to formulate and solve the Lean Six Sigma Project Portfolio as a 0–1 Bi-objective Quadratic Programming Problem. The model considers interdependent Project effects (quadratic objectives) and is subject to resource limitations and constraints regarding mutually exclusive Projects and mandatory Projects. The approach permits tackling the problem as a Mixed-Integer Quadratically-Constrained Programming Problem and thus to use the branch-and-bound algorithms implemented by the standard optimization solvers such as CPLEX or Gurobi. Numerical examples are provided to verify the efficiency and added value of the methodology.
Walter J Gutjahr - One of the best experts on this subject based on the ideXlab platform.
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multi objective decision analysis for competence oriented Project Portfolio selection
European Journal of Operational Research, 2010Co-Authors: Walter J Gutjahr, Stefan Katzensteiner, Peter Reiter, Christian Stummer, Michaela DenkAbstract:This paper develops a multi-objective optimization model for Project Portfolio selection taking employee competencies and their evolution into account. The objectives can include economic gains as well as gains expressed in terms of aggregated competence increments according to pre-defined profiles. In order to determine Pareto-optimal solutions, the overall problem is decomposed into a master problem addressing the Portfolio selection itself, and a slave problem dealing with a suitable assignment of personnel to the work packages of the selected Projects over time. We provide an asymptotic approximation of the problem by a linearized formulation, which allows an efficient and exact solution of the slave problem. For the solution of the master problem, we compare the multi-objective metaheuristics NSGA-II and P-ACO. Experimental results both for synthetically generated test instances and for real-world test instances, based on an application case from the E-Commerce Competence Center Austria, are presented.
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bi objective Project Portfolio selection and staff assignment under uncertainty
Optimization, 2010Co-Authors: Walter J Gutjahr, Peter ReiterAbstract:We formulate a Project Portfolio selection problem under uncertainty with two optimization criteria: a weighted average of economic and strategic gains, and a risk measure expressed as the expected total overtime cost. The optimal assignment of personnel with given skills to the tasks of the selected Projects is incorporated as a subproblem. Searching for Pareto-optimal Portfolios satisfying the given constraints amounts to a stochastic multi-objective combinatorial optimization problem, a problem type for which only a few general solution approaches are available at present. We apply a recently developed technique called adaptive Pareto sampling, solve a linear subproblem with an LP solver and use the NSGA-II algorithm for deterministic multi-objective optimization as an auxiliary procedure. A convergence result applicable in a more general context is also shown. To obtain objective function estimates, importance sampling is applied. The technique is tested on a benchmark derived from a real-world applic...
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competence driven Project Portfolio selection scheduling and staff assignment
Central European Journal of Operations Research, 2008Co-Authors: Walter J Gutjahr, Stefan Katzensteiner, Peter Reiter, Christian Stummer, Michaela DenkAbstract:This paper presents a new model for Project Portfolio selection, paying specific attention to competence development. The model seeks to maximize a weighted average of economic gains from Projects and strategic gains from the increment of desirable competencies. As a sub-problem, scheduling and staff assignment for a candidate set of selected Projects must also be optimized. We provide a nonlinear mixed-integer program formulation for the overall problem, and then propose heuristic solution techniques composed of (1) a greedy heuristic for the scheduling and staff assignment part, and (2) two (alternative) metaheuristics for the Project selection part. The paper outlines experimental results on a real-world application provided by the E-Commerce Competence Center Austria and, for a slightly simplified instance, presents comparisons with the exact solution computed by CPLEX.
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a vns algorithm for noisy problems and its application to Project Portfolio analysis
International conference on Stochastic Algorithms: foundations and applications, 2007Co-Authors: Walter J Gutjahr, Stefan Katzensteiner, Peter ReiterAbstract:Motivated by an application in Project Portfolio analysis under uncertainty, we develop an algorithm S-VNS for solving stochastic combinatorial optimization (SCO) problems based on the Variable Neighborhood Search (VNS) metaheuristic, and show its theoretical soundness by a mathematical convergence result. S-VNS is the first general-purpose algorithm for SCO problems using VNS. It combines a classical VNS search strategy with a sampling approach with suitably increasing sample size. After the presentation of the algorithm, the considered application problem in Project management, which combines a Project Portfolio decision on an upper level and Project scheduling as well as staff assignment decisions on a lower level, is described. Uncertain work times require a treatment as an SCO problem. First experimental results on the application of S-VNS to this problem are outlined.
