it ppm i practice and theory aau (06.10.17) 1pure.au.dk/portal/files/121535250/it_ppm_in... · ppm...
TRANSCRIPT
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EKSAMENIT UNIVERSITETFORÅR 2016
IT PROJEKT OG PROGRAMSTYRING
IT PPM IN PRACTICE AND THEORY
AALBORG UNIVERSITETCAND.IT 06.10.2017
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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.
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Lars K. Hansen
9 publications
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PLOTPLOTPLOTPLOT
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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).
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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
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ORIGINORIGINORIGINORIGIN
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ORIGINORIGINORIGINORIGIN
The word originates from the Italian word portafogli:
• Portare 'carry‘
• Foglio 'leaf'
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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)
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Markowitch, 1952)
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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)
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¨̈̈̈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)
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RELEVANCE RELEVANCE RELEVANCE RELEVANCE
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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
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MORE PROJECTS MORE PROJECTS MORE PROJECTS MORE PROJECTS
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ORGANIZATIONAL STRUCTURES ORGANIZATIONAL STRUCTURES ORGANIZATIONAL STRUCTURES ORGANIZATIONAL STRUCTURES ---- HOLACRACY HOLACRACY HOLACRACY HOLACRACY
Bernstein et. al. (2016)
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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)
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PPM DEFINITIONSPPM DEFINITIONSPPM DEFINITIONSPPM DEFINITIONS
NEW COMPETENCIES NEEDED
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PPM AND IT GOVERNANCE PPM AND IT GOVERNANCE PPM AND IT GOVERNANCE PPM AND IT GOVERNANCE
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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)
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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
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PPM STANDARDSPPM STANDARDSPPM STANDARDSPPM STANDARDS
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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).
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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)
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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)
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PROJECT PORTFOLIO MANAGEMENT LEVELS PROJECT PORTFOLIO MANAGEMENT LEVELS PROJECT PORTFOLIO MANAGEMENT LEVELS PROJECT PORTFOLIO MANAGEMENT LEVELS
Kendall and Rollins (2003)
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MINI CASE MINI CASE MINI CASE MINI CASE
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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
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FORSIDE PÅ DSB’S PROJEKTPORTALFORSIDE PÅ DSB’S PROJEKTPORTALFORSIDE PÅ DSB’S PROJEKTPORTALFORSIDE PÅ DSB’S PROJEKTPORTAL
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PORTEFØLJEOVERBLIKPORTEFØLJEOVERBLIKPORTEFØLJEOVERBLIKPORTEFØLJEOVERBLIK
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PROJEKTS METADATAPROJEKTS METADATAPROJEKTS METADATAPROJEKTS METADATA
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PROJEKTS FINANSIELLE DATAPROJEKTS FINANSIELLE DATAPROJEKTS FINANSIELLE DATAPROJEKTS FINANSIELLE DATA
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PROJEKTS PROJEKTPLANPROJEKTS PROJEKTPLANPROJEKTS PROJEKTPLANPROJEKTS PROJEKTPLAN
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PORTEFØLJENS RESSOURCEPULJE PORTEFØLJENS RESSOURCEPULJE PORTEFØLJENS RESSOURCEPULJE PORTEFØLJENS RESSOURCEPULJE
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STRATEGISK VÆRDISTRATEGISK VÆRDISTRATEGISK VÆRDISTRATEGISK VÆRDI
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STRATEGISK OVERBLIKSTRATEGISK OVERBLIKSTRATEGISK OVERBLIKSTRATEGISK OVERBLIK
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STAGESTAGESTAGESTAGE----GATEGATEGATEGATE
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PPM STANDARDSPPM STANDARDSPPM STANDARDSPPM STANDARDS
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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
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#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
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#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
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#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
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#2. ALLOCATING FINANCES RESOURCES#2. ALLOCATING FINANCES RESOURCES#2. ALLOCATING FINANCES RESOURCES#2. ALLOCATING FINANCES RESOURCES
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#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
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#2. ALLOCATING HUMAN RESOURCES#2. ALLOCATING HUMAN RESOURCES#2. ALLOCATING HUMAN RESOURCES#2. ALLOCATING HUMAN RESOURCES
NEW COMPETENCIES NEEDED
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#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
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#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
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#4. STRATEGIC RISK MANAGEMENT: #4. STRATEGIC RISK MANAGEMENT: #4. STRATEGIC RISK MANAGEMENT: #4. STRATEGIC RISK MANAGEMENT: PARETO DIAGRAMPARETO DIAGRAMPARETO DIAGRAMPARETO DIAGRAM
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0
5
10
15
20
25
30
Projekter forsinket mere end 6 måneder N=50
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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
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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.
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BREAKEBREAKEBREAKEBREAKE
NEW COMPETENCIES NEEDED
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PLOTPLOTPLOTPLOT
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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
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THEORETICAL LEN THEORETICAL LEN THEORETICAL LEN THEORETICAL LEN Work Design Theory
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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
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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)
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CONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMS Work Design Theory
Authority, knowledge, resources
Control mechanisms Control mechanisms Control mechanisms Control mechanisms
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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)
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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)
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COORDINATION PROBLEMSCOORDINATION PROBLEMSCOORDINATION PROBLEMSCOORDINATION PROBLEMS
Post-
selections
phase
Selections
phase
Pre-
selections
phase
Archer & Ghasemzadeh (2007)
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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)
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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)
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CASE CASE CASE CASE
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CASE AND METHODCASE AND METHODCASE AND METHODCASE AND METHOD
�
�
�
�
�
�
�
Mathiassen (2002);
Van de Ven (2007)
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CONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMSCONTROL PROBLEMS
Authority Knowledge Resources
Caution
Political level
Director level
IT leader level
Project level
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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
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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
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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
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Newport’s silo structure constitutes
barriers for PPM
COMPLEX NETWORK PROBLEMCOMPLEX NETWORK PROBLEMCOMPLEX NETWORK PROBLEMCOMPLEX NETWORK PROBLEM
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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)
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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)
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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
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THEORETICAL LENS THEORETICAL LENS THEORETICAL LENS THEORETICAL LENS
(Detz , 1996)
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IT PPM RESEARCH BIAS IT PPM RESEARCH BIAS IT PPM RESEARCH BIAS IT PPM RESEARCH BIAS
(Hansen and Kræmmergard, 2014)
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THEORETICAL LENS THEORETICAL LENS THEORETICAL LENS THEORETICAL LENS
(Detz , 1996)
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(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
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(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
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(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
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(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
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(Hansen (2013)
IT PPM AS DISGUISED POWER RELATIONSIT PPM AS DISGUISED POWER RELATIONSIT PPM AS DISGUISED POWER RELATIONSIT PPM AS DISGUISED POWER RELATIONS
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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….
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PLOTPLOTPLOTPLOT
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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.
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QUESTIONS AND COMMENTS QUESTIONS AND COMMENTS QUESTIONS AND COMMENTS QUESTIONS AND COMMENTS
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EXERCISESEXERCISESEXERCISESEXERCISES
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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?
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CONTACT INFOMATION CONTACT INFOMATION CONTACT INFOMATION CONTACT INFOMATION
https://dk.linkedin.com/in/larskristianhansenppm
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THE END