Project Portfolios in Dynamic Environments

Organizing for Uncertainty

Brian Hobbs, Yvan Petit, PMP

• Publisher: Project Management Institute
• Year: 2012
• Print ISBN:
  9781935589600
• eBook ISBN:
  9781628250121
• Topic: Business
• Subtopic: Decision Making
• Index: Business

Navigate uncertainty in project portfolios with proven strategies. This insightful guide provides a framework for managing project portfolios in dynamic environments, offering practical tools to organize for uncertainty. Learn how to adapt to changing project requirements, balance project selection with strategic alignment, and minimize disruptions. Discover how to:

• Apply dynamic capabilities to project portfolio management.
• Manage uncertainty versus risk.
• Improve organizational flexibility.

This resource is for project managers, portfolio managers, and senior executives seeking to optimize project outcomes in today's rapidly evolving business landscape. Authors Yvan Petit and Brian Hobbs, PMP, bring extensive research and real-world experience to this essential guide.

Chapter 1

Literature Review

This chapter reviews how project portfolio management (PPM) has evolved over time to become a set of governance processes documented in standards and other bodies of knowledge. The concept of uncertainty is then discussed and compared to other similar terms such as unexpected events, deviations, and risks. Different project management approaches, which have been developed to cope with dynamic environment, are then presented. These are analyzed in relation to the goals of PPM to try to identify the current limitations in its use in dynamic environments, when uncertainty is high. Finally, Teece's dynamic capability theory is presented to provide the theoretical base for the conceptual framework presented in Chapter 2.

1.1 Project Portfolio Management

This section describes how the empirical and theoretical foundations of project portfolio management (PPM) have developed to bring more focus on the selection and prioritization of projects to ensure value maximization and alignment to the strategy of firms managing multiple projects. PPM governance and processes are then briefly described to identify some of the latest understandings of the current limitations and unresolved issues related to the topic proposed in this research.

1.1.1 Origins of PPM

The concept of PPM is based on the earlier theories of portfolio selection in the field of finance. In 1952, Harry Markowitz published his seminal paper “Portfolio Selection,” where he lays down the foundations for the modern portfolio theory based on the now well-established notion of efficient frontier between the expected return and the risk (Markowitz, 1952). Portfolio diversification existed well before 1952. Investors knew that they had to invest in a variety of securities to increase their revenue while minimizing risks. A subsequent publication by Markowitz (1999) actually dates the concept back to the 17th century. However, earlier investors focused on assessing the risks and benefits of individual securities; they would then select the opportunities for gain with the least amount of risk. Markowitz is considered the father of portfolio theory because he was the first to publish a theory taking into consideration the mathematical aspects of the risk-reward characteristics. Modern portfolio theory covers the effects of diversification when risks are correlated, distinguishes between efficient and inefficient portfolios, and calculates the risk-return of the portfolio as a whole.

Large industrial organizations face the same kind of challenges as financial investors. They have to select which product to invest in to maximize revenues while matching the level of risk and uncertainty that the firms are willing to take. Some of the diversification concepts from modern portfolio theory are therefore used in marketing and product management to optimize the balance of products. One of the most renowned techniques, the growth-share matrix, was developed by the Boston Consulting Group to identify where different products in a given portfolio lay over two scales: market growth rate and relative market share (Boston Consulting Group, 1970). The strategy was developed around the idea that cash cows (product with high market share and low growth) would generate sufficient profit to satisfy shareholders, and allow investments in stars (high growth and high market share) and question marks (high growth and low market share) to ensure revenues in the future. This introduced the concept of product portfolio management.

In the 1970s, research and development (R&D) enterprises slowly started to develop different quantitative decision models to support their project selection and resolve the resource allocation between projects to help them in reaching their strategic objectives. However, Baker and Freeland (1975) noted that many of these models were actually ignored in practice. The most prevalent method was still traditional capital budgeting thus ignoring the non-monetary aspects of the projects.

McFarlan (1981) introduced the concept of the selection of information technology (IT) projects and is now considered to be the author who provided some of the basis for the modern field of PPM. He proposes tools to assess the risks of individual projects and portfolios of projects. McFarlan suggested that the IT project risks are based on the “size and structure of the project and the company's experience with the technology involved” (p. 142). Risk-unbalanced portfolios might leave gaps for competition to step in and lead an organization to suffer operational disruptions (De Reyck et al., 2005).

In the mid-1980s and early 1990s, some researchers started to study the project-oriented company, defined by Gareis (1989; 2004) as a company that frequently applies projects and programs to perform relatively unique business processes. Some authors prefer to discuss management by projects or multi-project management (Anavi-Isakow & Golany, 2003; Blomquist & Wilson, 2004; Cooke-Davies, 2002; Engwall & Sjögren Källqvist, 2001; Fernez-Walch & Triomphe, 2004; Zika-Viktorsson, Sundstrom, & Engwall, 2006). The main idea is that enterprises not only have to manage single projects successfully to meet competition but also need to manage a large portion of their business through projects. This can easily be explained by the fact that according to Payne (1995) up to 90 percent of all projects, by value, occur in a multi-project context. Firms have to select and prioritize the right projects in addition to do the projects right (Dinsmore & Cooke-Davies, 2006b). This brought some consensus towards a common understanding and definitions of project portfolios and of the project portfolio management processes, which are presented in the upcoming sections.

1.1.2 Project Portfolio Definitions

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (Project Management Institute [PMI], 2008a) defines a project, as “a temporary endeavor undertaken to create a unique product, service or result” (p. 434) while the Association for Project Management (APM) (2006) defines a project as “a unique, transient endeavor undertaken to achieve a desired outcome” (p. 150). Both of these definitions emphasize the temporary nature of the undertaking (meaning that every project has a definite beginning and end) and its non-repetitive nature (i.e., a project creates unique deliverables).

On the other hand, programs are defined by PMI as “a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program” (2008c, p. 312). APM defines programme¹ as “a group of related projects, which may include related business-as-usual activities, that together achieve a beneficial change of a strategic nature for an organization” (2006, p. 149).

Earlier publications used the term program to also cover the notion of portfolios. For example, Pellegrinelli (1997) uses the expression portfolio programme to refer to a grouping of independent projects with a common theme. Office of Government Commerce (OGC) publications (2007) also use the term programme to mean almost the same thing as the previous definitions of portfolios. However, this confusion seems to have gradually disappeared.

The first definitions of project portfolios were fairly close to the financial portfolio definitions. For example, Archer and Ghasemzadeh (1999, 2004) proposed a definition of project portfolio as “a group of projects that are carried out under the sponsorship and/or management of a particular organization” (Archer & Ghasemzadeh, 1999, p. 208). Dye and Pennypacker (1999) included the notion of fit to organizational strategy in their definition of a project portfolio as “a collection of projects that, in aggregate, make up an organization's investment strategy” (p. 12). Githens (2002) added the notion of program and fit to organizational strategy in his definition: “a collection of projects or programs that fit into an organizational strategy. Portfolios include the dimensions of market newness and technical innovativeness” (p. 84).

The Standard for Portfolio Management (Project Management Institute, 2008b) keeps previous notions (e.g., inclusion of programs, alignment to strategy) in its definition but includes other work in the scope of project portfolio defined as “a collection of projects and programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related” (p. 138).

Project portfolios can also include other portfolios (sometimes called sub-portfolios or lower level portfolios). The hierarchy between portfolios, programs, and projects used by PMI is displayed in Figure 1-1. Programs are not always present in portfolios. They are created when a number of projects must be managed together, typically because they have very strong dependencies and that benefits are gained by managing a number of projects together.

In its definition of project portfolio, APM adds the notion of resource constraints and levels of management as: “a grouping of an organization's projects, programmes and related business-as-usual activities taking into account resource constraints. Portfolios can be managed at an organizational, programme or functional level” (2006, p. 146).

On the other hand, OGC does not use the term project portfolio but rather the term portfolio to refer to the project and program investment. Their definition reflects this notion as the totality of an organization's investment (or segment thereof) in the changes required to achieve its strategic objectives (Jenner & Kilford, 2011, p. 131; Office of Government Commerce, 2008b, p. 5).

Finally, Turner and Müller (2003) took a different approach and build on the notion of projects as temporary organizations to define the portfolio as “an organization, (temporary or permanent) in which a group of projects are managed together to coordinate interfaces and prioritize resources between them and thereby reduce uncertainty” (p. 7). However, this definition of a project portfolio as an organization does not seem to have been widely accepted by the business and academic communities.

Table A-1, in Appendix A, compares the different notions included in the different definitions presented in this section. The definitions from PMI and APM, which are similar and have become the most prevalent, are adopted in this research.

1.1.3 Project Portfolio Management

Although there seems to be some uniformity in the recent definitions of a project portfolio, there is still much variety in the definitions of PPM. Authors focus on different aspects in their definitions and none of them seem complete. For example, PMI lists the PPM subprocesses and repeats its definition of portfolio in its definition of PPM as “the centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives” (Project Management Institute, 2008b, p. 138).

On the other hand, Dye and Pennypacker (1999) focused on the term management and defined PPM as “the art and science of applying a set of knowledge, skills, tools, and techniques to a collection of projects in order to meet or exceed the needs and expectations of an organization's investment strategy” (p. xii).

Some recent definitions emphasize strategic alignment and define PPM as “the management of that collection of projects and programmes in which a company invests to implement its strategy” (Rajegopal, McGuin, & Waller, 2007, p. 11) and is very similar to Levine's (2005) definition as “the management of the project portfolio so as to maximize the contribution of projects to the overall welfare and success of the enterprise” (p. 22). APM excluded the notion of strategic alignment but included the idea of resource constraint in their definition as “the selection and management of all of an organization's projects, programmes and related operational activities taking into account resource constraints” (2006, p. 147).

Cooper, Edgett, and Kleinschmidt (2001) focused on the decision and revision processes in their definition of PPM as “a dynamic decision process wherein the list of active new products and R&D projects is constantly revised” (p. 3). This definition supports particularly well the standpoint taken in this research that project portfolios are dynamic entities that must be constantly monitored, controlled, and decided upon to ensure that they are kept in line with the organizational goals.

McDonough and Spital (2003) pointed out that PPM is more than just project selection. It includes “the day-to-day management of the portfolio including the policies, practices, procedures, tools, and actions that managers take to manage resources, make allocation decisions, and ensure that the portfolio is balanced in such a way as to ensure successful portfolio-wide new product performance” (p. 1864).

Table A-2, in Appendix A, compares the different definitions of PPM. What is fundamental and what should be remembered from all these definitions is that PPM is put in place to ensure that the right mix of projects is selected and managed in order to support the organization's strategy.

1.1.4 Recent Themes

Killen, Hunt, and Kleinschmidt (2007b) reviewed the literature and empirical evidence pertaining to PPM for new product development. They classified the main themes covered in this literature into four groups:

• goals of PPM;
• PPM as a decision-making process;
• methods for PPM; and
• organizational environment and effects.

Each of these groups is presented briefly in the following sub-sections. Although some authors have specifically studied the decision-making process in portfolio meetings (Christiansen & Varnes, 2008), the PPM as a decision-making process is covered under the sub-section 1.1.6 within the broader theme of project portfolio governance. The fourth theme, organizational environment and effects, is described in the context of this research in section 1.2. In addition to the four themes listed previously, there have also been some publications on implementing PPM in organizations (Pennypacker & Retna, 2009; Smogor, 2002) and on the value of PPM (Perry & Hatcher, 2008), two topics which are outside the scope of this literature review because they are not relevant for the research question.

1.1.5 Goals of Project Portfolio Management

According to Cooper, Edgett, and Kleinschmidt (1997b), which was later republished in (Cooper et al., 2001; Pennypacker & Dye, 2002), PPM has three main goals:

Goal 1—Value maximization: To allocate resources so as to maximize the value of the portfolio in terms of some business objectives, such as profitability…. The values of projects to the business are determined, and projects are ranked according to this value until there are no more resources.

Goal 2—Balance: To achieve a desired balance of projects in terms of a number of parameters: long-term projects versus short-term ones; high-risk versus sure bets; and across various markets, technologies, and project types.

Goal 3—Strategic direction: To ensure that the final portfolio of projects reflects the business's strategy, that the breakdown of spending across projects, areas, markets, etc., mirrors the business's strategy, and that all projects are on strategy (Pennypacker & Dye, 2002, pp. 196–197).

In addition to these three goals, Kendall and Rollins (2003) added the following:

Goal 4: Monitoring the planning and execution of the chosen projects.

Goal 5: Evaluating new opportunities against the current portfolio and comparatively to each other, taking into account the organization's project execution capacity.

Goal 6: Providing information and recommendations to decision makers at all levels.

There is unanimity in the literature on goal 3, which for some authors is the prime goal of PPM. Many authors, including PMI, use the term alignme...

Table of contents

• Cover Page
• Title Page
• Copyright Page
• Acknowledgments
• Table of Contents
• List of Figures
• List of Tables
• List of Acronyms
• Abstract
• Executive Summary
• Introduction
• Chapter 1: Literature Review
• Chapter 2: Conceptual Framework
• Chapter 3: Methodology
• Chapter 4: Detailed Case Descriptions
• Chapter 5: Types of Uncertainties
• Chapter 6: PPM in Portfolio Soft1 and Portfolio Soft2
• Chapter 7: PPM in Portfolio Fin1 and Portfolio Fin2
• Chapter 8: Cross-Case Analysis
• Chapter 9: Discussion
• Appendices
• References