Design Thinking Framework for Project Portfolio Management

  • Hamed Sarbazhosseini
  • Sisira Adikari
  • Heath Keighran
Conference paper
First Online:
Part of the Lecture Notes in Computer Science book series (LNCS, volume 9746)

Abstract

Project Portfolio Management has been introduced as a strategy to manage multiple projects at the same time. To stay ahead of the competition, organisations require PPM approach to achieve results. PPM is an area of organisational activity that helps organisations to govern the selection of projects and/or programs and management of organisations. The PPM discussed as an area that requires conceptualisation to give meaning to it and make it usable for organisations. This paper applies design thinking framework to conceptualise PPM and to investigate what Australian Government Organisations wish to achieve through the PPM. Findings of the study are important in better understanding the complexities of PPM.

Keywords

Project Portfolio Management Design thinking framework 
This is a preview of subscription content, log in to check access.

Notes

Acknowledgment

This paper is part of a larger research project, and is an extension of previous research works.

References

  1. 1.
    Project Management Institute Global Standard.: A Guide to the Project Management Body of Knowledge: PMBOK® Guide. Fourth Edition, An American National Standard (2008)Google Scholar
  2. 2.
    Turner, J.R.: The Handbook of Project-Based Management, vol. 92. McGraw-Hill, New York (2009)Google Scholar
  3. 3.
    Ferns, D.: Developments in programme management. Int. J. Proj. Manag. 9(3), 148–156 (1991)CrossRefGoogle Scholar
  4. 4.
    Cooper, R., Edgett, S., Kleinschmidt, E.: New product portfolio management: practices and performance. J. Prod. Innov. Manag. 16, 333–351 (1999)CrossRefGoogle Scholar
  5. 5.
    Kersten, B., Verhoef, C.: IT portfolio management: a banker’s perspective on IT. Cutter IT J. 16(4), 27–33 (2003)Google Scholar
  6. 6.
    Verhoef, C.: Quantitative IT portfolio management. Sci. Comput. Program. 45(1), 1–96 (2002)CrossRefMATHGoogle Scholar
  7. 7.
    Laslo, Z.: Project portfolio management: an integrated method for resource planning and scheduling to minimize planning/scheduling-dependent expenses. Int. J. Proj. Manag. 28(6), 609–618 (2010)CrossRefGoogle Scholar
  8. 8.
    Thorp, J.: The Information Paradox: Realizing the Business Benefits of Information Technology. McGraw-Hill, New York (1999)Google Scholar
  9. 9.
    Rongzeng, C., Wei, D., Chunhua, T.: Using resource and portfolio management solution to align IT investment with business. In: IEEE International Conference on e-Business Engineering, 2005. ICEBE 2005 (2005)Google Scholar
  10. 10.
    Markowitz, H.: Portfolio selection. J. Finance 7(1), 77–91 (1952)Google Scholar
  11. 11.
    Reyck, B.D., Grushka-Cockayne, Y., Lockett, M., Calderini, S.R., Moura, M., Sloper, A.: The impact of project portfolio management on information technology projects. Int. J. Proj. Manag. 23(7), 524–537 (2005)CrossRefGoogle Scholar
  12. 12.
    Bard, J.F., Balachandra, R., Kaufmann, P.E.: An interactive approach to R&D project selection and termination. IEEE Trans. Eng. Manag. 35(3), 139–146 (1988)CrossRefGoogle Scholar
  13. 13.
    McFarlan, F.W.: Portfolio Approach to Information Systems. IEEE Press, Piscataway (1989)Google Scholar
  14. 14.
    Michael, P.: IT project portfolio management-a matter of organizational culture? In: PACIS Proceedings (2010)Google Scholar
  15. 15.
    Killen, C.P, Hunt, R.A, Kleinschmidt, E.J.: Managing the new product development project portfolio: a review of the literature and empirical evidence (2007)Google Scholar
  16. 16.
    Padovani, M., Carvalho, M.M., Muscat, A.R.N.: Critical Gaps in Portfolio Management Implementation: A Brazilian Case Study. In: Paper presented at the Technology Management for the Global Future, PICMET (2006)Google Scholar
  17. 17.
    Maio, A.D., Verganti, R., Corso, M.: A multi-project management framework for new product development. Eur. J. Oper. Res. 78(2), 178–191 (1994)CrossRefMATHGoogle Scholar
  18. 18.
    Cooper, R., Edgett, S.: Portfolio management for new products: picking the winners. Product Development Institute, Ancaster (2001)Google Scholar
  19. 19.
    Cooper, R., Edgett, S., Kleinschmidt, E.: Optimizing the stage-gate process: What best-practice companies do-II. Res.-Technol. Manag. 45, 43–49 (2002)Google Scholar
  20. 20.
    Gareis, R.: Program management and project portfolio management: new competences of project-oriented organizations. In: Proceedings of the Project Management Institute Annual Seminars & Symposium (2000)Google Scholar
  21. 21.
    Zhu, Y., Pan, Q., Guo, P.: Research on the application of project portfolio management (PPM), program management (PM) and project management in enterprise strategic management. In: International Conference on Wireless Communications, Networking and Mobile Computing, WiCom (2007)Google Scholar
  22. 22.
    Iamratanakul, S., Shankar, R., Dimmitt, N.J.: Improving project portfolio management with strategic alignment. In: Portland International Conference on Paper presented at the Management of Engineering & Technology, PICMET 2009 (2009)Google Scholar
  23. 23.
    PMI.: The Standard for Portfolio Management, Project Management Institute, In: Filipov, S., Mooi, H., van der Weg, R. 2012: Stratetic Project Portfolio Management an Empirical Investigation, Journal on Innovation and Sustainability (2006)Google Scholar
  24. 24.
  25. 25.
    Sarbazhosseini, H., Young, M.: Mind the gap: exploring the divergence between PPM software and PPM theory. In: Paper Presented at Australian Institute of Project Management Conference, 7–10 October, Melbourne, Australia (2012)Google Scholar
  26. 26.
    Adikari, S.: Use Experience Modelling for Agile Software Development, Ph.D. thesis, University of Canberra, Australia (2015)Google Scholar
  27. 27.
    Dunne, D., Martin, R.: Design thinking and how it will change management education: an interview and discussion. Acad. Manag. Learn. Educ. 5(4), 512–523 (2006)CrossRefGoogle Scholar
  28. 28.
  29. 29.
  30. 30.
  31. 31.
    Siebert, U., Alagoz, O., Bayoumi, A.M., Jahn, B., Owens, D.K., Cohen, D.J., Kuntz, K.M.: State-transition modeling a report of the ISPOR-SMDM modeling good research practices task force–3. Med. Decis. Making 32(5), 690–700 (2012)CrossRefGoogle Scholar
  32. 32.
    Stringham, T.K., Krueger, W.C., Shaver, P.L.: State and transition modeling: an ecological process approach. J. Range Manag. 56, 106–113 (2003)CrossRefGoogle Scholar
  33. 33.
  34. 34.
    McDonald, C., Sarbazhosseini, H.: A state transition approach to conceptualising research: the project portfolio management domain. In: Published at 24th Australian Conference on Information Systems, Melbourne (2013)Google Scholar
  35. 35.
    Sarbazhosseini, H., Hart, A.:. Organisational issues involved in project portfolio management in terms of organisational state-transition approach. In: European, Mediterranean & Middle Eastern Conference on Information Systems (EMCIS), Athens, Greece (2015)Google Scholar
  36. 36.
    Sarbazhosseini, H., McDonald, C., Saifullah, D.: An evaluation of organisational state-transition approach in project portfolio management: results from five government cases. In: AIPM National Conference Proceedings, pp. 24–34 (2014)Google Scholar
  37. 37.
    MacQueen, K.M.: Team-based codebook development: structure, process, and agreement. In: Guest, G., MacQueen, K.M. (eds.) Handbook for Team-Based Qualitative Research, pp. 119–135. AltaMira Press, Lanham (2008)Google Scholar
  38. 38.
    Saldaña, J.: The Coding Manual for Qualitative Researchers. Sage Publications Ltd, London (2012)Google Scholar
  39. 39.
    Boyatzis, R.E.: Transforming Qualitative Information: Thematic Analysis and Code Development. Sage Publications, Inc, Thousand Oaks (1998)Google Scholar

Copyright information

© Springer International Publishing Switzerland 2016

Authors and Affiliations

  • Hamed Sarbazhosseini
    • 1
  • Sisira Adikari
    • 1
  • Heath Keighran
    • 2
  1. 1.School of Information Systems & AccountingUniversity of CanberraCanberraAustralia
  2. 2.Business Design, Crooked FoxCanberraAustralia

Personalised recommendations