外文文献：
Project portfolio management – There’s more to it than
羽毛球怎么发球what management enacts
Abstract
Although companies manage project portfolios concordantly with project portfolio theory, they may experience problems in the form of delayed projects, resource struggles, stress, and a lack of overview. Bad on a rearch project compromid of 128 in-depth interviews in 30 companies, we propo that a key reason why companies do not do well in relation to project portfolio management (PPM) is that PPM often only covers a subt of on-going projects, while projects that are not subject to PPM tie up resources that initially were dedicated to PPM projects. We address and discuss the dilemma of wanting to include all projects in PPM, and aiming at keeping the resource and cognitive burden of doing PPM at a reasonable level.
Keywords：
Managing programmes， Managing projects，Organisation resources， Strategy
累的词语1.Introduction
At any given point in time, most companies engage in many projects. Some of the projects may relate to product development and marketing, others relate to changes in work process and production flows, while yet others relate to competency development, strategic turns, the 草原旅游implementation of new IT systems, environmental issues etc.
A key managerial task is to dedicate resources across all of the projects (as well as do daily work) and conquently,management across projects (project portfolio management (PPM)) is critical to company performance.This paper is bad on a large-scale qualitative study,which shows that many project-oriented companies do not perform well when it comes to PPM. This relates to the inability to accomplish projects that are initiated. In particular, we identify the following problems:
(1) Projects are not completed according to plan (or they even peter out during their project life cycle);
(2) Management and employees feel they lack a broad overview of on-going projects (especially when the number of on-going projects increas as more and more projects are not completed according to plan);
(3) People experience stress as resources are continuously reallocated across projects in order to make ends meet.
The obrvations are especially interesting becau the companies were included in the rearch project becau they were suppod to be especially,experienced in PPM, and becau they actually engage in PPM according to the extant body of literature on PPM. For example, part of the companies’ PPM included an effort to pick the best projects on the basis of explicit or implicit criteria, and an effort to allocate sufficient resources to the projects.
However, despite efforts,to practice ‘good’ PPM, the companies experience vere problems in relation to PPM – especially in letting enough resources go into the ‘right’ projects. The purpo of this paper is to confront PPM as advocated by normative theories with actual PPM practices. Hence, the purpo is to confront PPM theories with PPM as perceived by managers and other employees for whom PPM is part of, or affects, their work conditions.
毕业实习心得体会
However, in this paper, we are more interested in PPM as enacted by companies than in universally true perceptions. Hence, we adhere to Weick’s [1–3] notion of enactment as the preconceptions that are ud to t aside a portion of the field of experience for further attention. In regard to PPM, enacted projects 高中英语必修三单词表are thus the ones management ts aside for further attention爱丽丝梦游辣镜 (i.e. PPM). As such, we focus especially on ways actors define or enact projects [4] and make n of how to manage the sum of the projects. Drawing on this perspective, we account for findings that suggest why companies that do engage in PPM still experience problems.
2. Project portfolio theory
This paper draws on Archer and Ghamzadeh’s [5, p.208] definition of project portfolios as ‘‘a group of projects that are carried out under the sponsorship and/or management of a particular organization’’. Henceforth, we define PPM as the managerial activities that relate to
(1) the initial screening, lection and prioritisation of project proposals,
(2) the concurrent reprioritisation of projects in the portfolio,
(3) the allocation and reallocation of resources to 雪之歌projects according to priority.
For quite some time rearchers have suggested that low completion rates for人到四十的精辟感悟 new product development (NPD) projects and new product failure relate to resource deficiencies in key areas [6,7]. Furthermore, while a host of rearchers [8–10] have focud on the dimension of PPM that concerns process relating to lection of projects to be included in the portfolio, [11] also increasingly focus on the day-today management of the project portfolio.
