Skip to main content
Top

2023 | OriginalPaper | Chapter

6. Managing Portfolios, Programmes and Projects

Author : António Augusto Fernandes

Published in: Product and Service Design Innovation

Publisher: Springer International Publishing

Activate our intelligent search to find suitable subject content or patents.

search-config
loading …

Abstract

A project is a temporary undertaking to create a product, a service or more generally an outcome (PMBOK in A Guide to the Project Management Body of Knowledge, Project Management Institute, Newton Square, PA, 2013). The temporary nature of a project means, that its duration is limited in time, regardless of whether the outcome is positive or negative. In this context the project may end according to plan or may simply be cancelled prematurely. However, the outcome of the project, if successful, can lead to the creation of a lasting product or service, with social, economic or environmental implications, that in many cases last for centuries or even millennia.

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Springer Professional "Technik"

Online-Abonnement

Mit Springer Professional "Technik" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 390 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Maschinenbau + Werkstoffe




 

Jetzt Wissensvorsprung sichern!

Literature
go back to reference Blomquist T, Muller R (2006) Practices, roles, and responsibilities of middle managers in program and portfolio management. Project Manage J 37:52–66 Blomquist T, Muller R (2006) Practices, roles, and responsibilities of middle managers in program and portfolio management. Project Manage J 37:52–66
go back to reference Browning TR (1998) Use of dependency structure matrices for product development cycle time reduction. In: Fifth ISPE international conference on concurrent engineering: research and applications, Tokyo, Japan, pp 1–8 Browning TR (1998) Use of dependency structure matrices for product development cycle time reduction. In: Fifth ISPE international conference on concurrent engineering: research and applications, Tokyo, Japan, pp 1–8
go back to reference Collier B, Demarco T, Feary P (1996) A defined process for project postmortem review. IEEE Softw 65 Collier B, Demarco T, Feary P (1996) A defined process for project postmortem review. IEEE Softw 65
go back to reference Cooper JM, Edgett SJ, Kleinschmidt EJ (2001) Portfolio management for new product development: results of an industry practices study. R&D Management 31(4) Cooper JM, Edgett SJ, Kleinschmidt EJ (2001) Portfolio management for new product development: results of an industry practices study. R&D Management 31(4)
go back to reference DOD (2006) Risk management guide for DOD acquisition, 6th edn. Department of Defense, Aug, USA DOD (2006) Risk management guide for DOD acquisition, 6th edn. Department of Defense, Aug, USA
go back to reference INCOSE (2007) Systems engineering handbook v3.1. International Council on System Engineering, Seattle INCOSE (2007) Systems engineering handbook v3.1. International Council on System Engineering, Seattle
go back to reference ISO 21500:2012 (2012) Guidance on project management. International Organization for Standardization, Geneva ISO 21500:2012 (2012) Guidance on project management. International Organization for Standardization, Geneva
go back to reference ISO 31000:2009, Risk management principles and guidelines. International Organization for Standardization, Geneva ISO 31000:2009, Risk management principles and guidelines. International Organization for Standardization, Geneva
go back to reference Kaiser MG et al (2015) Successful project portfolio management beyond project selection techniques: understanding the role of structural alignment. Int J Project Manage 33:126–139CrossRef Kaiser MG et al (2015) Successful project portfolio management beyond project selection techniques: understanding the role of structural alignment. Int J Project Manage 33:126–139CrossRef
go back to reference Killen CP, Kjaer C (2012) Understanding project interdependencies: the role of visual representation, culture and process. Int J Project Manage 30:554–566CrossRef Killen CP, Kjaer C (2012) Understanding project interdependencies: the role of visual representation, culture and process. Int J Project Manage 30:554–566CrossRef
go back to reference MacCormack A (2004) Management lessons from Mars. Harvard Business Review, vol 82, no 5(May) MacCormack A (2004) Management lessons from Mars. Harvard Business Review, vol 82, no 5(May)
go back to reference MacCormack A (2006) Managing innovation in an uncertain world. Harvard Business School MacCormack A (2006) Managing innovation in an uncertain world. Harvard Business School
go back to reference Martinsuo M (2013) Project portfolio management in practice and in context. Int J Project Manage 31:794–803CrossRef Martinsuo M (2013) Project portfolio management in practice and in context. Int J Project Manage 31:794–803CrossRef
go back to reference Munns AK, Bjeirmi BF (1996) The role of Project management in achieving project success. Int J Project Manage 14(2):81–87CrossRef Munns AK, Bjeirmi BF (1996) The role of Project management in achieving project success. Int J Project Manage 14(2):81–87CrossRef
go back to reference NASA (2010) Risk-informed decision making in the context of NASA Risk Management, Version 1.0—NASA/SP-2010-576—April NASA (2010) Risk-informed decision making in the context of NASA Risk Management, Version 1.0—NASA/SP-2010-576—April
go back to reference Oehmen J et al (2014) Analysis of the effect of risk management practices on the performance of new product development programs. Technovation 34:441–453CrossRef Oehmen J et al (2014) Analysis of the effect of risk management practices on the performance of new product development programs. Technovation 34:441–453CrossRef
go back to reference OGC (2009) Managing successful projects with PRINCE2. Office of Government Commerce, The Stationary Office, London OGC (2009) Managing successful projects with PRINCE2. Office of Government Commerce, The Stationary Office, London
go back to reference Petit Y (2012) Project portfolios in dynamic environments: Organizing for uncertainty. Int J Project Manage 30:539–553CrossRef Petit Y (2012) Project portfolios in dynamic environments: Organizing for uncertainty. Int J Project Manage 30:539–553CrossRef
go back to reference Petit Y, Hobbs B (2010) Project portfolios in dynamic environments: sources of uncertainty and sensing mechanisms. Project Manage J Petit Y, Hobbs B (2010) Project portfolios in dynamic environments: sources of uncertainty and sensing mechanisms. Project Manage J
go back to reference PMBOK (2013) A guide to the project management body of knowledge, 5th edn. Project Management Institute, Newton Square, PA PMBOK (2013) A guide to the project management body of knowledge, 5th edn. Project Management Institute, Newton Square, PA
go back to reference Sarbacker SD, Ishii K (1998) Application of a famework for evaluating risk in innovative product development. Int J Agile Manuf Sarbacker SD, Ishii K (1998) Application of a famework for evaluating risk in innovative product development. Int J Agile Manuf
go back to reference Too EG, Weaver P (2014) The management of project management: a conceptual framework for project governance. Int J Project Manage 32:1382–1394CrossRef Too EG, Weaver P (2014) The management of project management: a conceptual framework for project governance. Int J Project Manage 32:1382–1394CrossRef
go back to reference Wheelwright SC, Clark KB (1992a) Creating project plans to focus product development. Harvard Business Review, Mar–Apr, pp 2–14 Wheelwright SC, Clark KB (1992a) Creating project plans to focus product development. Harvard Business Review, Mar–Apr, pp 2–14
go back to reference Wheelwright SC, Clark KB (1992b) Revolutionizing product development. The Free Press, New York. Particularly Chapter 2 (“The Concept of a Development Strategy”), Chapter 4 (“The Aggregate Project Plan”), and Chapter 8 (“Organizing and Leading Project Teams”) Wheelwright SC, Clark KB (1992b) Revolutionizing product development. The Free Press, New York. Particularly Chapter 2 (“The Concept of a Development Strategy”), Chapter 4 (“The Aggregate Project Plan”), and Chapter 8 (“Organizing and Leading Project Teams”)
go back to reference Zedtwitz M (2002) Organizational learning trough post-project reviews in R&D. R&D Manage 32(3):255CrossRef Zedtwitz M (2002) Organizational learning trough post-project reviews in R&D. R&D Manage 32(3):255CrossRef
Metadata
Title
Managing Portfolios, Programmes and Projects
Author
António Augusto Fernandes
Copyright Year
2023
DOI
https://doi.org/10.1007/978-3-031-12774-8_6

Premium Partners