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

IRMJ 07/2008; 21(3):64-87. DOI: 10.4018/irmj.2008070104
Source: DBLP


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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    • "A crescente aceitação do GP indica que a aplicação de conhecimentos, processos, habilidades, ferramentas e técnicas adequados pode ter um impacto significativo no sucesso de um projeto. Cada projeto cria um produto, serviço ou resultado exclusivo, embora elementos repetitivos possam estar presentes em algumas entregas (Kumar, Ajjan & Niu, 2008). Devido ao potencial de mudança, o plano de gerenciamento deve ser iterativo e ter elaboração progressiva no decorrer do seu ciclo de vida, envolvendo a melhoria contínua e detalhamento minucioso (Project Management Institute, 2008). "

    Preview · Article · Aug 2014
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    • "Project portfolio management (PPM) has become more and more important to organizations over the last decades (Hunt and Killen, 2008). It allows organizations to better align information technology (IT) projects with their IT strategy by which an organization not only reaches a more balanced portfolio of ongoing projects (Kumar et al., 2008), but also maximizes their returns from IT spending (Cubeles-Márquez, 2008). The goal of PPM is therefore to identify the selection and sequence of proposed projects to support a firm's overall goals best. "
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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.
    Full-text · Conference Paper · May 2014
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    • "Digital Object Identifier 10.1109/TEM.2013.2248088 As the IT budget in the firm becomes increasingly significant, firms need strong methodologies to select and manage their IT investment portfolios, but relatively few studies on IT portfolio management exist compared with the number of portfolio management studies in other areas, such as finance, R&D, and new product development [4]. Hence, we propose a methodological framework for IT portfolio management. "
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    ABSTRACT: This paper presents a methodological framework for IT project selection that focuses on the impact of synergy enhancement on portfolio return and risk. As the size of firms' IT investments continues to increase, the demand for strong methodologies for IT portfolio selection has been increasing. Using the mean-variance efficient frontier as a tool to balance portfolio return and portfolio risk, we develop a model for IT portfolio selection. Unlike existing IT portfolio selection models, in this framework, the enhanceable project interdependency, project synergy, is distinguished from the inherent project interdependency, project covariance. This model enables firms to examine the effect of synergy enhancement on project portfolio risk and highlights the benefit of portfolio management of IT projects.
    Full-text · Article · Nov 2013 · IEEE Transactions on Engineering Management
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