Project portfolio management: prioritising resources for change

Storey, Chris and Harborne, Paul (2012) Project portfolio management: prioritising resources for change. International Journal of Entrepreneurship and Innovation Management (IJESB), 16 (1/2). pp. 98-113. ISSN 1476-1297

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Abstract

While a number of studies have analysed portfolio management in goods firms, few have focused on the processes and practices within service firms. This research project investigated the attitudes, approach and practices geared towards project portfolio management (PPM) in UK-based financial service firms. An exploratory research approach is undertaken via in-depth interviews with key informants in 24 leading financial service companies. Data was also collected on the tools employed for PPM and the performance of the project portfolio. The results revealed considerable variation in the approach and effectiveness of PPM. There were clearly unresolved problems with PPM including PPM not being within the company's strategic context; firms being focused on managing project risk rather than building a balanced portfolio; a lack of understanding of project interdependencies and firms' reluctance to cancel projects once they have started.

Item Type: Article
Schools and Departments: School of Business, Management and Economics > Business and Management
Subjects: H Social Sciences
Depositing User: Joy Blake
Date Deposited: 20 Aug 2015 11:54
Last Modified: 09 Mar 2017 04:00
URI: http://sro.sussex.ac.uk/id/eprint/56172

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