Effective Project Portfolio Management (PEV)

  • Andersen, Jesper Rank (Projektdeltager)
  • Riis, Jens Ove Nørskov (Projektdeltager)
  • Mikkelsen, Hans (Projektdeltager)



    The movers and shakers in industry today have a number of development activities, or projects, underway at any one time. But do these organizations perceive these activities as separate entities, or do they perceive them collectively as project portfolios for which management, prioritization and resource allocation are key? With input from companies themselves, experienced consultants and researchers alike, a list of problems and challenges that face organizations trying to manage project portfolios effectively has been compiled. From this list, two central issues can be highlighted. First of all, there is a decided lack of clarity in the role of top management in project portfolio management, especially with regard to the initiation and coordination of development activities. Secondly, interaction patterns between top management and departmental heads in operational functions, and these executives? interplay with the leaders of specific development activities, is likewise inscrutable. Our hypothesis is that this interplay is complicated by the fact that, in praxis, these actors subscribe to differing interpretations of how a project portfolio is managed effectively. Accordingly, the overarching goal of this project is to determine how to help management understand the intended results of developmental activities and ascertain when such activities may be deemed a success. To this end, the project group will seek to establish tightly knit partnerships with 5 medium-sized Danish companies, where developmental activities will be tracked in a series of empirical analyses over an approx. one-year period. In addition to these 5 companies, a number of other companies will be invited to participate in dialogic interaction, feedback sessions to disseminate and discuss research results and workshops convening the companies with the research groups involved. Through interacting with and helping the participating companies to develop, the aim is to develop a conceptual apparatus and methods to help these and other companies address the issues that project portfolio management presents. As such, this project will investigate how Danish companies perceive and handle the management and coordination of their development activities as well as identify the challenges these efforts pose for them. Moreover, by generating an interpretative framework in which to analyze these challenges, it will map out the choices and dilemmas facing these companies, and the possibilities inherent in the solutions they reach. The tools and approaches for project portfolio management developed here may then be tested in the partner companies, if desired and practicable. Finally, the combined results of the project process will be collated in a series of articles as well as a publication detailing an industrial company?s path to effective project portfolio management. CIP project group: Adjunct Professor Hans Mikkelsen, Professor Jens Ove Riis, Research Assistant Jesper Rank Andersen External partners: Department of Environmental and Business Economics, the University of Southern Denmark ? Associate Professor Pernille Eskerod, Department of Operations Management, Copenhagen Business School ? Professor John K. Christiansen Members of an ERFA group associated with the project: Linköping University, Sweden ? Professor Lars Lindkvist, the School of Economics, and Professor Christian Berggren, the Dept. of Management and Economics, Chalmers University of Technology, Sweden ? Adjunct Professor Sven Gunnarson Partner companies: Alpha Diesel ATP Bang & Olufsen Medicon Bang & Olufsen (Operations) Borealis Brüel & Kjær Coloplast Danfoss Drives Dantherm Fibervision Glunz & Jensen Grundfos The West Coast of Jutland KJ Machines Kompan Linak LK Mekoprint Migatronic Automation NEG Micon Radiometer Medical Siemens Mobile Phones Sjørring Machine Works Toms TripleNine Fish Protein Unicon Concrete Vestas Wind Systems Viking Life-Saving Equipment Project duration: winter 2001 ? winter 2004.
    Effektiv start/slut dato31/12/200331/12/2003