Information Technology Portfolio Management: Literature Review, Framework, and Research Issues.
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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ABSTRACT: Already in the nineties studies which discussed the IT productivity paradox, where no clear correlation could be found between IT spend and the bottom-line impact, other research streams emerged, revealing findings that do illustrate the positive impact of IT enabled investments on firm performance. Several studies concluded that the necessary conditions to overcome the IT productivity paradox are to be found in a better IT value management approach. New IT value management frameworks and models are emerging and promoted by both academics and advisory entities, while organizations recognize its importance, they still struggle with getting such IT value management practices implemented into their organizations. This paper investigates prior research on IT value management and the implementation of it using a model of structures, processes and relational mechanisms. By doing so, this paper hopefully will create interest in exploring future research opportunities for academics and provide practitioners with an accurate overview of proven governance and management practices described in literature that can be used in their day-to-day operations.International Journal on IT/Business Alignment and Governance. 01/2012; 3(1).
- JISTEM - Journal of Information Systems and Technology Management. 12/2010; 8(2):347-366.
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ABSTRACT: Un-enacted projects are those projects that have not been officially evaluated by the project portfolio management but do exist although they are not known to a company's project portfolio. As a consequence, resources thought to be available often prove to be actually unavailable and that unofficial initiatives eventually compete for scarce resources. One particular type of these un-enacted projects are bottom-up initiatives. Bottom-up un-enacted projects are unofficial initiatives on which employees spend time without order but with which they intend to benefit their organizations. While previous research highlights the great potential of bottom-up un-enacted projects, they only focus on the individual level but leave the organizational level for further research. To address this research gap, this study aims at gaining a deeper understanding of the organizational drivers of bottom-up un-enacted projects. We draw on deviance theory to develop a conceptual model for explaining the occurrence of these projects. In order to triangulate the emerging model with insights from practice, we use interview data to cross-check and refine the theory-driven model. Our results advance the theoretical discourse on the concept of un-enacted projects and enable practitioners to understand the levers with which to steer respective activities in the intended direction.22nd European Conference on Information Systems (ECIS 2014), Tel Aviv; 05/2014