PROJECT PORTFOLIO SELECTION COMPETENCES RESEARCH IN UNIVERSITIES OF LITHUANIA
Yıl 2011,
Cilt: 3 Sayı: 1, 385 - 394, 01.06.2011
Ruta čiutienė
Evelina Meilienė
Bronius Neverauskas
Öz
As a result of the theoretical findings, the paper demonstrates that project portfolio selection is crucial project management problem. Successful Project Portfolio management requires specific competences. Every project of project portfolio must be evaluated according to the based criteria and parameters. Empirical study was based on framework matrix with four parameters of project portfolio selection and only two phases of project portfolio formation. The results of empirical study showed a different importance of competencies and their groups and their influence to project portfolio formation
Kaynakça
- Acur, Kandemir, de Weerd-Nederhof et al (2010), “Exploring the Impact of Technological Competence Development on Speed and NPD Program Performance”, Journal of product innovation management, Vol. 27, Issue: 6, pp. 915-929.
- Archer and Ghasemzadeh (1999), “An Integrated framework for project portfolio selection”, International Journal of Project Management, 17 (4), pp. 207-216.
- Bai, Li, Feng and Guo (2010), Organizational Project Selection Based on Fuzzy Multi-index Evaluation and BP Neural Network. 2010 International Conference on
- http://ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=05576020. 12.07.2011]. and
- E-Government. [Accessed Blanas, Iatridis (2006), “Project oriented organizational competences : The case of large construction companies listed in the Athens Stock Exchange”, Proceedings of 20th IPMA World Congress on Project Management, Vols 1 and 2 pp. 224- 231.
- Carden and Egan (2008), “Human Resource Development and Project Management: Key Connections”, Human Resource Development Review, Vol. 7, No. 3, pp. 309-338.
- Ciutiene and Neverauskas (2011). “The theoretical substation of the desining progressive project portfolio”, Economics and management, pp. 710-716.
- Ciutienė, Neverauskas and Venclauskas (2007), Žmonių išteklių valdymo problemos projektinėse organizacijose: projekto komandos formavimas // Ekonomika ir vadyba – 2007 =Economics and management -2007, pp. 556-562.
- Crawford (2007), Project Management Maturity Model, Auerbach Publications.
- Edum-Fotwe and McCaffer (2000), “Developing project management competency: perspectives from the construction industry“, International Journal of Project Management, 18, pp. 111-124.
- Gardiner (2005), Project Management: A Strategic Planning Approach. Palgrave Macmillan.
- Ghasemzadeh and Archer (2000), “Project Portfolio selection through decision support”, Decision Support Systems, 29, pp. 73-88.
- Gill, (2009), “Leadership in public services and the private sector: a comparison and the implications for handling crises and emergencies”, The International Journal of Leadership in Public Services, Vol. 5,No.4, pp. 20-26.
- Harpham, Kippenberger (2006), “Change management and its relationship to portfolio, programme and project management”, Proceedings of 20th IPMA World Congress on Project Management, Vols 1 and 2, pp. 744-750.
- http://www.asapm.org/l_compmodel.asp [Accessed 4.08.2011].
- http://www.butrain.com/mdp/CompModel.asp [Accessed 3.08.2011]
- Huemann (2006), “Managing project management personnel and its competences in the project-oriented company”, (in: Cleland, D., Garei,s R. editors. Global project management handbook), New York: McGraw Hill.
- Liesio, Mild, and Salo (2007), “Preference programming for robust portfolio modeling and project selection”, European Journal of Operational Research 181, pp. 1488–1505.
- Meskendahl (2010), “The influence of business strategy on project portfolio management and its success — A conceptual framework”, International Journal of Project Management 28, pp. 807–817.
- Mueller, Stawicki, (2006), “A framework for building successful project-based organizations”, Proceedings of 20th IPMA World Congress on Project Management, Vols 1 and 2 , pp. 824-827.
- Patanakul and Milosevic (2009), “The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria”, International Journal of Project Management 27, pp. 216–233.
- Rajegopal, McGuin and Waller (2007), Project Portfolio Management: Leading the Corporate Vision, Palgrave Macmillan.
- Turner (2009), The handbook of project-based management: leading strategic change in organizations. McGraw-Hill Professional.
Yıl 2011,
Cilt: 3 Sayı: 1, 385 - 394, 01.06.2011
Ruta čiutienė
Evelina Meilienė
Bronius Neverauskas
Kaynakça
- Acur, Kandemir, de Weerd-Nederhof et al (2010), “Exploring the Impact of Technological Competence Development on Speed and NPD Program Performance”, Journal of product innovation management, Vol. 27, Issue: 6, pp. 915-929.
- Archer and Ghasemzadeh (1999), “An Integrated framework for project portfolio selection”, International Journal of Project Management, 17 (4), pp. 207-216.
- Bai, Li, Feng and Guo (2010), Organizational Project Selection Based on Fuzzy Multi-index Evaluation and BP Neural Network. 2010 International Conference on
- http://ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=05576020. 12.07.2011]. and
- E-Government. [Accessed Blanas, Iatridis (2006), “Project oriented organizational competences : The case of large construction companies listed in the Athens Stock Exchange”, Proceedings of 20th IPMA World Congress on Project Management, Vols 1 and 2 pp. 224- 231.
- Carden and Egan (2008), “Human Resource Development and Project Management: Key Connections”, Human Resource Development Review, Vol. 7, No. 3, pp. 309-338.
- Ciutiene and Neverauskas (2011). “The theoretical substation of the desining progressive project portfolio”, Economics and management, pp. 710-716.
- Ciutienė, Neverauskas and Venclauskas (2007), Žmonių išteklių valdymo problemos projektinėse organizacijose: projekto komandos formavimas // Ekonomika ir vadyba – 2007 =Economics and management -2007, pp. 556-562.
- Crawford (2007), Project Management Maturity Model, Auerbach Publications.
- Edum-Fotwe and McCaffer (2000), “Developing project management competency: perspectives from the construction industry“, International Journal of Project Management, 18, pp. 111-124.
- Gardiner (2005), Project Management: A Strategic Planning Approach. Palgrave Macmillan.
- Ghasemzadeh and Archer (2000), “Project Portfolio selection through decision support”, Decision Support Systems, 29, pp. 73-88.
- Gill, (2009), “Leadership in public services and the private sector: a comparison and the implications for handling crises and emergencies”, The International Journal of Leadership in Public Services, Vol. 5,No.4, pp. 20-26.
- Harpham, Kippenberger (2006), “Change management and its relationship to portfolio, programme and project management”, Proceedings of 20th IPMA World Congress on Project Management, Vols 1 and 2, pp. 744-750.
- http://www.asapm.org/l_compmodel.asp [Accessed 4.08.2011].
- http://www.butrain.com/mdp/CompModel.asp [Accessed 3.08.2011]
- Huemann (2006), “Managing project management personnel and its competences in the project-oriented company”, (in: Cleland, D., Garei,s R. editors. Global project management handbook), New York: McGraw Hill.
- Liesio, Mild, and Salo (2007), “Preference programming for robust portfolio modeling and project selection”, European Journal of Operational Research 181, pp. 1488–1505.
- Meskendahl (2010), “The influence of business strategy on project portfolio management and its success — A conceptual framework”, International Journal of Project Management 28, pp. 807–817.
- Mueller, Stawicki, (2006), “A framework for building successful project-based organizations”, Proceedings of 20th IPMA World Congress on Project Management, Vols 1 and 2 , pp. 824-827.
- Patanakul and Milosevic (2009), “The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria”, International Journal of Project Management 27, pp. 216–233.
- Rajegopal, McGuin and Waller (2007), Project Portfolio Management: Leading the Corporate Vision, Palgrave Macmillan.
- Turner (2009), The handbook of project-based management: leading strategic change in organizations. McGraw-Hill Professional.