Project Portfolio Management Phases: A Technique for Strategy Alignment
This paper seeks to give a general idea of the universe of project portfolio management, from its multidisciplinary nature, to the many challenges it raises, passing through the different techniques, models and tools used to solve the multiple problems known. It is intended to contribute to the clarification, with great depth, of the impacts and relationships involved in managing the projects- portfolio. It aims at proposing a technique for the project alignment with the organisational strategy, in order to select projects that later on will be considered in the analysis and selection of the portfolio. We consider the development of a methodology for assessing the project alignment index very relevant in the global market scenario. It can help organisations to gain a greater awareness of market dynamics, speed up the decision process and increase its consistency, thus enabling the strategic alignment and the improvement of the organisational performance.
[1] Maylor, H., Brady, T., Cooke-Davies, T., Hodgson, D., 2006.
"From projectification to programmification", International Journal of
Project Management, Vol. 24, No.8, pp 663-674.
[2] Pinto, J.K., Kharbanda, O.P., 1996. "How to fail in project management
(without really trying)", Business Horizons, Vol. 39, No.4, pp 45-53.
[3] Gabriela F., 2004. Desenvolvimento de Metodologias para Avaliação de
Projectos de Investimento Multisectorial, Master of Applied Science
Thesis, Minho University, Portugal.
[4] Cooke-Davies, T., 2002. "The 'real' success factors on projects",
International Journal of Project Management, Vol. 20, No.3, pp 185-
190.
[5] Elonen, S., Artto, K.A., 2003. "Problems in managing internal
development projects in multi-project environments", International
Journal of Project Management, Vol. 21, No. 6, pp 395-402.
[6] Teece, D.J., Pisano, G., Shuen, A., 1997. "Dynamic capabilities
and strategic management", Strategic Management Journal, Vol. 18,
No. 7, pp. 509-533.
[7] Makadok, R., and Barney, J.B., 2001. Strategic Factor Market
Intelligence: An Application of Information Economics to Strategy
Formulation and Competitor Intelligence. Management Science, Vol.47,
N0. 12, pp 1621-1638.
[8] kahneman, D., Slovic, P. and Tversky, A., 1982. Judgment Under
Uncertainty: Heuristics and Biases. New York, Cambridge University
Press.
[9] Khatri, N. and Alvin, H., 2000. "The role of intuition in strategic
decision making", Human Relations, Vol. 53, No. 1, pp 57-86.
[10] [Eisenhardt, K.M. and Martin, J.A., 2000. "Dynamic Capabilities: What
Are They?", Strategic Management Journal, Vol. 21, No. (10-11), pp
1105-1121.
[11] Farjoun, M., 1999. "Towards an organic perspective on strategy",
Strategic Management Journal, Vol. 23, No. 7, pp 561-594.
[12] Eisenhardt, K.M.,1989. "Making fast strategic decisions in highvelocity
environments", Academy of Management Journal, Vol. 32,
No.3, pp 543-576.
[13] [NadKarni, S. and Narayanan, V.K., 2006. "Strategic schemas, strategic
flexibility, and firm performance: the moderating role of industry
clockspeed", Strategic Management Journal, Vol. 28, No. 3, pp 243-
270.
[14] Child, J., Chung, L. and Davies, H., 2003. "The Performance of Cross-
Border Units in China: A Test of Natural Selection, Strategic Choice
and Contingency Theories", Journal of International Business Studies,
Vol. 34, No. 3, pp 242-254.
[15] Archer, N.P., Ghasemzadeh, F., 1999. "An integrated framework
for project portfolio selection", International Journal of Project
Management, Vol. 17, No. 4, pp 207-16.
[16] Dye, L., Pennypacker, J., editors, 1999. Project portfolio management.
Selecting and prioritizing projects for competitive advantage. USA:
Center for Business Practices.
[17] Cooper, R.G., 1993. Winning at New Products, 2nd edition. Reading,
Addison-Wesley, MA.
[18] Martinsuo, M. and Lehtonen, P., 2007. "Role of single-project
management in achieving portfolio management efficiency",
International Journal of Project Management, Vol. 25, pp 56-65.
[19] Cooper, R.G., Edgett, S.J., Kleinschmidt, E.J., 1998. Portfolio
management for new products. New York: Perseus Books.
[20] Cooper, R.G., Edgett, S.J., Kleinschmidt, E.J., 2000. "New problems,
new solutions: making portfolio management more effective", Research
Technology Management, Vol. 43, No. 2, pp 18-33.
[21] Engwall, M. & Jerbrant, A., 2003. "The resource allocation syndrome:
the prime challenge of multi-project management?", International
Journal of Project Management, Vol. 21, pp. 403-409.
[22] Clark, K.B., Wheelwright, S., 1992. Revolutionizing product
development: quantum leaps in speed, efficiency, and quality. New
York: The Free Press.
[23] Mikkola, J.H., 2001. "Portfolio management of R&D projects:
implications for innovation management", Technovation, Vol. 21, pp.
423-435.
[24] Van Veen-Dirks, P. & Wijn, M., 2002. "Strategic Control: Meshing
Critical Success Factors with the Balanced Scorecard", Long Range
Planning, Vol. 35, pp 407-427.
[25] Keeble, J.J., Topiol, S. & Berkeley, S., 2003. "Using Indicators to
Measure Sustainability Performance at a Corporate and Project Level",
Journal of Business Ethics, Vol. 44, pp 149-158.
[26] Chan, A.P.C. & Chan, A. P. L., 2004. "Key performance indicators for
measuring construction success", Benchmarking: An International
Journal, Vol.11, pp 203-221
[27] Belassi, W. and Tukel, O.I., 1996. "A new framework for
determining critical success/failure factors in projects", International
Journal of Project Management, Vol. 14 No. 3, pp.141-51.
[28] Hatush, Z. and Skitmore, M., 1997. "Evaluating contractor
prequalification data: selection criteria and project success factors",
Construction Management and Economics, Vol. 15, No. 2, pp. 129-47.
[29] Walker, D.H.T., 1995. "An investigation into construction time
performance", Construction Management and Economics, Vol. 13 No.
3, pp. 263-74.
[30] Walker, D.H.T., 1996. "The contribution of the construction management team to good construction time performance – an Australian experience", Journal of Construction Procurement, Vol. 2 No. 2, pp. 4-18.
[31] Atkinson, R., 1999. "Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria", International Journal of Project Management, Vol. 17 No. 6, pp. 337-42.
[32] Kaplan, R.S. and Norton, D.P., 2001. "Transforming the balanced scorecard from performance measurement to strategic management: Part P', Accounting Horizons, Vol. 15 No. 1, pp 87-104.
[33] Kaplan, R.S. and Norton, D.P., 2004. Strategy Maps: Converting Intangible Assets into Tangible Outcomes, 1st ed., Harvard Business School Publishing Corp., Boston, MA.
[34] Shi-Ming Huang, Chia-Ling Lee & Kao, A.-C., 2006. "Balancing performance measures for information security management: A balanced scorecard framework", Industrial Management & Data Systems, Vol.106, pp 242-255.
[35] Thomas, H., 2007. "Business school strategy and the metrics for success", Journal of Management Development, Vol. 26, pp 33-42.
[36] Turner R.J., 1999. The handbook of project based management. 2nd ed. London: McGraw-Hill.
[37] Cleland, DI. The strategic context of projects. In: Dye LD, Pennypacker JS, editors. Project portfolio management – selecting and prioritizing projects for competitive advantage. West Chester, PA, USA: Center for Business Practices; 1999. p. 3-22.
[38] Cooper, R.G., Edgett, S.J., Kleinschmitdt, E.J., 1997. "Portfolio management in new product development: lessons from the leaders –H", Research Technology Management, Vol. 40, No. 6, pp 43-52.
[39] Bridges DN. Project portfolio management: ideas and practices. In: Dye LD, Pennypacker JS, editors. Project portfolio management –selecting and prioritizing projects for competitive advantage. West Chester, PA, USA: Center for Business Practices; 1999. p. 45-54.
[40] Spradlin, T., Kutolowski, D., 1999. "Action-orientated portfolio management", Research Technology Management, pp 26-32.
[41] Englund, R.L., Graham, R.J., 1999. "From experience: linking projects to strategy", Journal Production Innovation Management, Vol.16, No. 1, pp 52-64.
[42] Matheson, J., Menke, M. Using desicion quality principles to balance your R&D portfolio. In: Dye LD, Pennypacker JS, editors. Project portfolio management: selecting and prioritizing projects for competitive advantage. West Chester, PA, USA: Center for Business Practices; 1999. p. 61-9.
[43] Dietrich, P. & Lehtonen, P., 2005. "Successful management of strategic intentions through multiple projects - Reflections from empirical study", International Journal of Project Management, Vol.23, No.5, pp 386-391.
[44] Tikkanen, H., Kujala, J. & Artto, K., 2007. "The marketing strategy of a project-based firm: The Four Portfolios Framework.", Industrial Marketing Management, Vol. 36, No., pp 194-205.
[45] Martino, J.P., 1995. R&D Project Selection, Wiley, New York, NY
[46] Hax, A. and Majluf, N.S., 1996. The Strategy Concept and Process: A Pragmatic Approach, 2nd edn. Prentice-Hall, Upper Saddle River, NJ.
[47] Souder, W.E., 1984. Project Selection and Economic Appraisal, Van Nostrand Reinhold, New York, NY
[48] Saaty, T.L., Rogers, P.C. and Pell, R., 1980. "Portfolio selection through hierarchies", Journal Portfolio Management, Vol. 6, No. 3, pp 16-21.
[49] Roussel, P.A., Saad, K.N., Erickson, T.J., 1991. Third Generation R&D — Managing the Link to Corporate Strategy. Arthur D. Little, Inc.
[50] Abdelaziz, F.B., Aouni, B. & Fayedh, RE., 2007. "Multi-objective stochastic programming for portfolio selection", European Journal of Operational Research, Vol. 177, pp. 1811-1823.
[51] Doerner, K.F., Gutjahr, W. J., Hartl, R. F., Strauss, C. & Stummer, C., 2006. "Pareto ant colony optimization with ILP pre-processing in multi-objective project portfolio selection", European Journal of Operational Research, Vol. 171, pp. 830-841.
[52] Kavadias, S. & Loch, C.H., 2003. "Optimal Project Sequencing with Recourse at a Scarce Resource", Production & Operations Management, Vol. 12, pp. 433-444.
[53] Loch, C. H. & Kavadias, S., 2002. "Dynamic Portfolio Selection of NPD Programs Using Marginal Returns", Management Science, Vol. 48, pp. 1227-1241.
[54] Lee, D. H. & Park, D., 1997. "An efficient algorithm for fuzzy weighted average", Fuzzy Sets and Systems, Vol. 87, pp 39-45.
[55] Lin, C. & Hsieh, P. J., 2004. "A fuzzy decision support system for strategic portfolio management", Decision Support Systems, Vol. 38, pp. 383-398.
[56] Williams, T. (2003) "Learning from projects", Journal of Operations Research Society, Vol. 54, No. 5, pp 443-451.
[57] Williams, T. (2004) "Identifying the hard lessons from projects —easily", International Journal of Project Management, Vol. 22, No. 4, pp 273-279.
[58] Argote, L., 2005. "Reflections on Two Views of Managing Learning and Knowledge in Organisations", Journal of Management Inquiry, Vol.14, No.1, pp 43-48.
[59] Cooper, K.G., Lyneis, J.M.& Bryant, B.J., 2002. "Learning to learn, from past to future," International Journal of Project Management, Vol.20, No. 3, pp 213-219.
[60] Kerzner, H., 2001. Project management: A systems approach to planning, scheduling, and controlling (7th ed.). New York: John Wiley & Sons Inc.
[61] Jugdev, K. & Thomas, J., 2002. "Project management maturity models: The silver bullets of competitive advantage", Project Management Journal, Vol. 33, pp. 4-14.
[62] Arthur, M.B., DeFillippi, R.J. & Jones, C. (2001) "Project-based Learning as the Interplay of Career and Company Non-financial Capital," Management Learning, Vol. 32, No.1, pp 99-117.
[63] Keegan, A. & Turner, J.R., 2001. "Quantity Versus Quality in Project-based Learning Practices," Management Learning, Vol. 32, No. 1, pp. 77-98.
[64] Huber, G.P., 1991. "Organisational learning: The contributing processes and the literatures," Organisation Science, Vol. 2, No. 1, pp. 88-115.
[65] Levitt, B. & March, J.G. (1988) "Organisational Learning," Annual Review of Sociology, Vol.14, pp. 319-340.
[66] Garvin, D.A. (1993). "Building a learning organisation". Harvard Business Review, Vol. 71, pp 78-91.
[67] Suikki, R., Tromstedt, R. & Haapasalo, H. (2006) "Project management competence development framework in turbulent business environment", Technovation, Vol.26, No. 5/6, pp. 723-738.
[68] Roth, G. & Kleiner, A., 1998. "Developing organisational memory through learning histories," Organisational Dynamics, Vol.27, No. 2, pp 43-60.
[69] Andersen, E., Jessen, S., 2003. "Project maturity in organisations", International Journal Project Management, Vol. 21, No.6, pp. 457— 61.
[1] Maylor, H., Brady, T., Cooke-Davies, T., Hodgson, D., 2006.
"From projectification to programmification", International Journal of
Project Management, Vol. 24, No.8, pp 663-674.
[2] Pinto, J.K., Kharbanda, O.P., 1996. "How to fail in project management
(without really trying)", Business Horizons, Vol. 39, No.4, pp 45-53.
[3] Gabriela F., 2004. Desenvolvimento de Metodologias para Avaliação de
Projectos de Investimento Multisectorial, Master of Applied Science
Thesis, Minho University, Portugal.
[4] Cooke-Davies, T., 2002. "The 'real' success factors on projects",
International Journal of Project Management, Vol. 20, No.3, pp 185-
190.
[5] Elonen, S., Artto, K.A., 2003. "Problems in managing internal
development projects in multi-project environments", International
Journal of Project Management, Vol. 21, No. 6, pp 395-402.
[6] Teece, D.J., Pisano, G., Shuen, A., 1997. "Dynamic capabilities
and strategic management", Strategic Management Journal, Vol. 18,
No. 7, pp. 509-533.
[7] Makadok, R., and Barney, J.B., 2001. Strategic Factor Market
Intelligence: An Application of Information Economics to Strategy
Formulation and Competitor Intelligence. Management Science, Vol.47,
N0. 12, pp 1621-1638.
[8] kahneman, D., Slovic, P. and Tversky, A., 1982. Judgment Under
Uncertainty: Heuristics and Biases. New York, Cambridge University
Press.
[9] Khatri, N. and Alvin, H., 2000. "The role of intuition in strategic
decision making", Human Relations, Vol. 53, No. 1, pp 57-86.
[10] [Eisenhardt, K.M. and Martin, J.A., 2000. "Dynamic Capabilities: What
Are They?", Strategic Management Journal, Vol. 21, No. (10-11), pp
1105-1121.
[11] Farjoun, M., 1999. "Towards an organic perspective on strategy",
Strategic Management Journal, Vol. 23, No. 7, pp 561-594.
[12] Eisenhardt, K.M.,1989. "Making fast strategic decisions in highvelocity
environments", Academy of Management Journal, Vol. 32,
No.3, pp 543-576.
[13] [NadKarni, S. and Narayanan, V.K., 2006. "Strategic schemas, strategic
flexibility, and firm performance: the moderating role of industry
clockspeed", Strategic Management Journal, Vol. 28, No. 3, pp 243-
270.
[14] Child, J., Chung, L. and Davies, H., 2003. "The Performance of Cross-
Border Units in China: A Test of Natural Selection, Strategic Choice
and Contingency Theories", Journal of International Business Studies,
Vol. 34, No. 3, pp 242-254.
[15] Archer, N.P., Ghasemzadeh, F., 1999. "An integrated framework
for project portfolio selection", International Journal of Project
Management, Vol. 17, No. 4, pp 207-16.
[16] Dye, L., Pennypacker, J., editors, 1999. Project portfolio management.
Selecting and prioritizing projects for competitive advantage. USA:
Center for Business Practices.
[17] Cooper, R.G., 1993. Winning at New Products, 2nd edition. Reading,
Addison-Wesley, MA.
[18] Martinsuo, M. and Lehtonen, P., 2007. "Role of single-project
management in achieving portfolio management efficiency",
International Journal of Project Management, Vol. 25, pp 56-65.
[19] Cooper, R.G., Edgett, S.J., Kleinschmidt, E.J., 1998. Portfolio
management for new products. New York: Perseus Books.
[20] Cooper, R.G., Edgett, S.J., Kleinschmidt, E.J., 2000. "New problems,
new solutions: making portfolio management more effective", Research
Technology Management, Vol. 43, No. 2, pp 18-33.
[21] Engwall, M. & Jerbrant, A., 2003. "The resource allocation syndrome:
the prime challenge of multi-project management?", International
Journal of Project Management, Vol. 21, pp. 403-409.
[22] Clark, K.B., Wheelwright, S., 1992. Revolutionizing product
development: quantum leaps in speed, efficiency, and quality. New
York: The Free Press.
[23] Mikkola, J.H., 2001. "Portfolio management of R&D projects:
implications for innovation management", Technovation, Vol. 21, pp.
423-435.
[24] Van Veen-Dirks, P. & Wijn, M., 2002. "Strategic Control: Meshing
Critical Success Factors with the Balanced Scorecard", Long Range
Planning, Vol. 35, pp 407-427.
[25] Keeble, J.J., Topiol, S. & Berkeley, S., 2003. "Using Indicators to
Measure Sustainability Performance at a Corporate and Project Level",
Journal of Business Ethics, Vol. 44, pp 149-158.
[26] Chan, A.P.C. & Chan, A. P. L., 2004. "Key performance indicators for
measuring construction success", Benchmarking: An International
Journal, Vol.11, pp 203-221
[27] Belassi, W. and Tukel, O.I., 1996. "A new framework for
determining critical success/failure factors in projects", International
Journal of Project Management, Vol. 14 No. 3, pp.141-51.
[28] Hatush, Z. and Skitmore, M., 1997. "Evaluating contractor
prequalification data: selection criteria and project success factors",
Construction Management and Economics, Vol. 15, No. 2, pp. 129-47.
[29] Walker, D.H.T., 1995. "An investigation into construction time
performance", Construction Management and Economics, Vol. 13 No.
3, pp. 263-74.
[30] Walker, D.H.T., 1996. "The contribution of the construction management team to good construction time performance – an Australian experience", Journal of Construction Procurement, Vol. 2 No. 2, pp. 4-18.
[31] Atkinson, R., 1999. "Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria", International Journal of Project Management, Vol. 17 No. 6, pp. 337-42.
[32] Kaplan, R.S. and Norton, D.P., 2001. "Transforming the balanced scorecard from performance measurement to strategic management: Part P', Accounting Horizons, Vol. 15 No. 1, pp 87-104.
[33] Kaplan, R.S. and Norton, D.P., 2004. Strategy Maps: Converting Intangible Assets into Tangible Outcomes, 1st ed., Harvard Business School Publishing Corp., Boston, MA.
[34] Shi-Ming Huang, Chia-Ling Lee & Kao, A.-C., 2006. "Balancing performance measures for information security management: A balanced scorecard framework", Industrial Management & Data Systems, Vol.106, pp 242-255.
[35] Thomas, H., 2007. "Business school strategy and the metrics for success", Journal of Management Development, Vol. 26, pp 33-42.
[36] Turner R.J., 1999. The handbook of project based management. 2nd ed. London: McGraw-Hill.
[37] Cleland, DI. The strategic context of projects. In: Dye LD, Pennypacker JS, editors. Project portfolio management – selecting and prioritizing projects for competitive advantage. West Chester, PA, USA: Center for Business Practices; 1999. p. 3-22.
[38] Cooper, R.G., Edgett, S.J., Kleinschmitdt, E.J., 1997. "Portfolio management in new product development: lessons from the leaders –H", Research Technology Management, Vol. 40, No. 6, pp 43-52.
[39] Bridges DN. Project portfolio management: ideas and practices. In: Dye LD, Pennypacker JS, editors. Project portfolio management –selecting and prioritizing projects for competitive advantage. West Chester, PA, USA: Center for Business Practices; 1999. p. 45-54.
[40] Spradlin, T., Kutolowski, D., 1999. "Action-orientated portfolio management", Research Technology Management, pp 26-32.
[41] Englund, R.L., Graham, R.J., 1999. "From experience: linking projects to strategy", Journal Production Innovation Management, Vol.16, No. 1, pp 52-64.
[42] Matheson, J., Menke, M. Using desicion quality principles to balance your R&D portfolio. In: Dye LD, Pennypacker JS, editors. Project portfolio management: selecting and prioritizing projects for competitive advantage. West Chester, PA, USA: Center for Business Practices; 1999. p. 61-9.
[43] Dietrich, P. & Lehtonen, P., 2005. "Successful management of strategic intentions through multiple projects - Reflections from empirical study", International Journal of Project Management, Vol.23, No.5, pp 386-391.
[44] Tikkanen, H., Kujala, J. & Artto, K., 2007. "The marketing strategy of a project-based firm: The Four Portfolios Framework.", Industrial Marketing Management, Vol. 36, No., pp 194-205.
[45] Martino, J.P., 1995. R&D Project Selection, Wiley, New York, NY
[46] Hax, A. and Majluf, N.S., 1996. The Strategy Concept and Process: A Pragmatic Approach, 2nd edn. Prentice-Hall, Upper Saddle River, NJ.
[47] Souder, W.E., 1984. Project Selection and Economic Appraisal, Van Nostrand Reinhold, New York, NY
[48] Saaty, T.L., Rogers, P.C. and Pell, R., 1980. "Portfolio selection through hierarchies", Journal Portfolio Management, Vol. 6, No. 3, pp 16-21.
[49] Roussel, P.A., Saad, K.N., Erickson, T.J., 1991. Third Generation R&D — Managing the Link to Corporate Strategy. Arthur D. Little, Inc.
[50] Abdelaziz, F.B., Aouni, B. & Fayedh, RE., 2007. "Multi-objective stochastic programming for portfolio selection", European Journal of Operational Research, Vol. 177, pp. 1811-1823.
[51] Doerner, K.F., Gutjahr, W. J., Hartl, R. F., Strauss, C. & Stummer, C., 2006. "Pareto ant colony optimization with ILP pre-processing in multi-objective project portfolio selection", European Journal of Operational Research, Vol. 171, pp. 830-841.
[52] Kavadias, S. & Loch, C.H., 2003. "Optimal Project Sequencing with Recourse at a Scarce Resource", Production & Operations Management, Vol. 12, pp. 433-444.
[53] Loch, C. H. & Kavadias, S., 2002. "Dynamic Portfolio Selection of NPD Programs Using Marginal Returns", Management Science, Vol. 48, pp. 1227-1241.
[54] Lee, D. H. & Park, D., 1997. "An efficient algorithm for fuzzy weighted average", Fuzzy Sets and Systems, Vol. 87, pp 39-45.
[55] Lin, C. & Hsieh, P. J., 2004. "A fuzzy decision support system for strategic portfolio management", Decision Support Systems, Vol. 38, pp. 383-398.
[56] Williams, T. (2003) "Learning from projects", Journal of Operations Research Society, Vol. 54, No. 5, pp 443-451.
[57] Williams, T. (2004) "Identifying the hard lessons from projects —easily", International Journal of Project Management, Vol. 22, No. 4, pp 273-279.
[58] Argote, L., 2005. "Reflections on Two Views of Managing Learning and Knowledge in Organisations", Journal of Management Inquiry, Vol.14, No.1, pp 43-48.
[59] Cooper, K.G., Lyneis, J.M.& Bryant, B.J., 2002. "Learning to learn, from past to future," International Journal of Project Management, Vol.20, No. 3, pp 213-219.
[60] Kerzner, H., 2001. Project management: A systems approach to planning, scheduling, and controlling (7th ed.). New York: John Wiley & Sons Inc.
[61] Jugdev, K. & Thomas, J., 2002. "Project management maturity models: The silver bullets of competitive advantage", Project Management Journal, Vol. 33, pp. 4-14.
[62] Arthur, M.B., DeFillippi, R.J. & Jones, C. (2001) "Project-based Learning as the Interplay of Career and Company Non-financial Capital," Management Learning, Vol. 32, No.1, pp 99-117.
[63] Keegan, A. & Turner, J.R., 2001. "Quantity Versus Quality in Project-based Learning Practices," Management Learning, Vol. 32, No. 1, pp. 77-98.
[64] Huber, G.P., 1991. "Organisational learning: The contributing processes and the literatures," Organisation Science, Vol. 2, No. 1, pp. 88-115.
[65] Levitt, B. & March, J.G. (1988) "Organisational Learning," Annual Review of Sociology, Vol.14, pp. 319-340.
[66] Garvin, D.A. (1993). "Building a learning organisation". Harvard Business Review, Vol. 71, pp 78-91.
[67] Suikki, R., Tromstedt, R. & Haapasalo, H. (2006) "Project management competence development framework in turbulent business environment", Technovation, Vol.26, No. 5/6, pp. 723-738.
[68] Roth, G. & Kleiner, A., 1998. "Developing organisational memory through learning histories," Organisational Dynamics, Vol.27, No. 2, pp 43-60.
[69] Andersen, E., Jessen, S., 2003. "Project maturity in organisations", International Journal Project Management, Vol. 21, No.6, pp. 457— 61.
@article{"International Journal of Business, Human and Social Sciences:61319", author = "Amaral and António and Araújo and Madalena", title = "Project Portfolio Management Phases: A Technique for Strategy Alignment", abstract = "This paper seeks to give a general idea of the universe of project portfolio management, from its multidisciplinary nature, to the many challenges it raises, passing through the different techniques, models and tools used to solve the multiple problems known. It is intended to contribute to the clarification, with great depth, of the impacts and relationships involved in managing the projects- portfolio. It aims at proposing a technique for the project alignment with the organisational strategy, in order to select projects that later on will be considered in the analysis and selection of the portfolio. We consider the development of a methodology for assessing the project alignment index very relevant in the global market scenario. It can help organisations to gain a greater awareness of market dynamics, speed up the decision process and increase its consistency, thus enabling the strategic alignment and the improvement of the organisational performance.
", keywords = "Project Portfolio Management Cycle, Project Portfolio Selection, Resource Assignment, Strategy Alignment technique", volume = "3", number = "10", pages = "2012-9", }
