Information Technology Portfolio Management: Literature Review, Framework, and Research Issues.

IRMJ 01/2008; 21:64-87. DOI: 10.4018/irmj.2008070104
Source: DBLP

ABSTRACT There is significant interest in managing IT resources as a portfolio of assets. The concept of IT portfolio management ITPM is relatively new, compared to portfolio management in the context of finance, new product development NPD, and research and development R&D. This article compares ITPM with other types of portfolio management, and develops an improved understanding of IT assets and their characteristics. It presents a process-oriented framework for identifying critical ITPM decision stages. The proposed framework can be used by managers as well as researchers.

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    IEEE Transactions on Engineering Management 11/2013; 60(4):739-749. DOI:10.1109/TEM.2013.2248088 · 0.94 Impact Factor
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    ABSTRACT: From the IT governance point of view, one central project portfolio management task is to ensure that official projects draw upon assigned human resources. However, a common phenomenon is that resources thought to be available often turn out to be actually unavailable. Previous research indicates that numerous unofficial initiatives are a typical cause of this observation. These un-enacted projects are those projects that have not been officially evaluated but do exist although they are not known to a company’s project portfolio. The result is that unofficial initiatives compete for scarce resources. Despite these resource issues, previous research has barely investigated un-enacted projects. By building on four in-depth case studies, this exploratory study investigates the major drivers of the occurrence of un-enacted projects and their specific characteristics and found a great variety in respect of the type of un-enacted projects and the reasons for them being triggered in organizations.
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