Project Portfolios in Dynamic Environments: Organizing for Uncertainty is a comprehensive report of research that addresses this important, rising issue. Authors Yvan Petit and Brian Hobbs present the results of their investigation in a report that significantly advances the theory and also offers tips for practice. Currently, those applying project portfolio management tend to focus on the selection, prioritization, and strategic alignment of projects. Little attention is afforded the potential disturbances to project portfolios such as new projects, terminated projects, delayed projects, incorrect planning due to high uncertainty, and changes in the external environment. Yet, these factors can have highly disruptive, even show-stopping influence. This research seeks to answer: How is uncertainty affecting project portfolios managed in dynamic environments?

This research investigates the impact of uncertainty on project portfolio management in dynamic environments. An uncertainty management perspective is adopted instead of the more established practice risk management. The research is based on case studies of four portfolios in two firms. The results of this research provide practical advice for practitioners, and several suggestions to improve PMI standards.

A qualitative study performed between 2008 and 2010 identified that, in dynamic environments, a significant number of internal and external events impact project portfolios for which organizing mechanisms are put in place. It is therefore suggested in this research to investigate: How is uncertainty affecting project portfolios managed in dynamic environments? The proposed dynamic capability framework will be separated into two orders: the first-order deals directly with the uncertainty affecting the management of a given project portfolio; the second-order dynamic capabilities include corrective actions, new routines, structures, or tools to improve the performance and support of project portfolio management (PPM). Data will be collected from portfolio managers and project office managers through questionnaires to validate the findings of an exploratory research completed recently with a larger sample of project portfolios. The main goal of the research is to identify the organizing mechanisms implemented to support PPM in dynamic environments.

The development of the Agile Movement, whatever the area of application or discipline, comes from the famous “faster, cheaper, better" maxim. As such, the agile manufacturing paradigm rests on four principles: response to change and uncertainty, supplying highly customized products, synthesis of diverse technologies, and intra-enterprise and inter-enterprise integration. For the reader interested in agile project management applications, response to changes, and transformations and its impact on managing projects, this book is a must-read. Various insights are covered, including: how to master complexity and changes in projects, economy, and society; how interaction between the project management team and project owners can influence risk management; how to move beyond the traditional mechanistic project management approach; how to include agile principles into an improved Logical Framework Analysis structure; what the impact is of agile principles on project management organizations what kind of innovative project management practice supports agile principles; and much more.

Continuous improvements in project portfolio management have allowed for optimized strategic planning and business process improvement. This not only leads to more streamlined processes, methods, and technologies, but it increases the overall productivity of companies. Project Portfolio Management Strategies for Effective Organizational Operations is a key resource on the latest advances and research regarding strategic initiatives for portfolio and program management. Highlighting multidisciplinary studies on value creation, portfolio governance and communication, and integrated circular models, this publication is an ideal reference source for professionals, researchers, business managers, consultants, and university students in economics, management, and engineering.

Learn to master the art of Dynamic Portfolio Management. Develop a dynamic portfolio of new products that embraces evolving customer demands and enhances company strategy. Work through a realistic case: Develop a portfolio for Bargery Fabrics, matching their realistic products to company strategy. Manage product content and adapt your portfolio to the the external environment. Select the best portfolio and develop a product roadmap. Listen to one of our clients: ""We have added significant value to the business over the past two years with a growth in new product ranges, a growth of 30% per year on custom projects, and re-engineering, re-sourcing, and innovation that deliver improved cost and performance.""

Due to the growing importance of IT-based innovations, contemporary firms face an excessive number of proposals for IT projects. As typically only a fraction of these projects can be implemented with the given capacity, IT project portfolio management as a relatively new discipline has received growing attention in research and practice in recent years. Thorsten Frey demonstrates how companies are struggling to find the right balance between local autonomy and central overview about all projects in the organization. In this context, impacts of different contextual factors on the design of governance arrangements for IT project portfolio management are demonstrated. Moreover, consequences of the use of different organizational designs are analyzed. The author presents insights from a qualitative empirical study as well as a simulative approach.