Panorama da produção acadêmica de inteligência competitiva no contexto da gestão de portfólio de projetos

O objetivo do presente trabalho é traçar um panorama da produção acadêmica sobre o tema de “inteligência competitiva” na literatura de “portfolio de projetos”. A base de dados selecionada para selecionar as publicações foi o portal ISI Web of Knowledge. A abordagem metodológica utilizada foi a revisão sistemática de literatura pautada pelos métodos de bibliometria e análise de conteúdo. Ao término da pesquisa, foi possível identificar os autores mais citados e sua relevância a o longo do tempo, as temáticas de maior destaque (estratégia e decisão), os principais periódicos, as lacunas para o tema e o conteúdo dos artigo

Modeling and Solving Project Portfolio and Contractor Selection Problem Based on Project Scheduling under Uncertainty

AbstractIn this paper a new formulation of the project portfolio selection problem based on the project schedules in uncertain circumstances have been proposed. The project portfolio selection models usually disregard the project scheduling, whereas is an element of the project selection process. We investigate a project portfolio selection problem based on the schedule of the projects, so that the minimum expected profit would be met in the shortest possible time period. Also due to uncertain nature of durations of the activities, this duration considered as the semi-trapezoidal fuzzy numbers. Finally, a fuzzy linear programming model is developed for the problem, where the results indicated the validity of the presented model

Managing project interdependencies: exploring new approaches

The interdependencies between projects create complexities for the management of project portfolios within organisations. In times of uncertainty this challenge is even greater due to the difficulties in predicting the flow-on effects from changes to projects in the portfolio. Hence, in times of disruptive change a good understanding of project interdependencies is particularly important. This paper outlines two related studies that aim to improve the understanding and management of interdependencies within project portfolios. The paper first defines project portfolio management (PPM) and highlights its growing importance for optimising organisational outcomes, especially in dynamic environments. Project portfolio complexity and interdependencies between projects in a portfolio are then overviewed, highlighting the challenges that these interdependencies create for effective PPM, and introducing some of the methods used for understanding and managing these interdependencies including the dependency matrix and the related design structure matrix. Network analysis and mapping tools are then introduced and suggested as a novel method for improving understanding and managing project interdependencies. Finally, an example of the use of this type of method is presented and the current research projects are overviewed

Prediction Markets As an Innovative Way to Manage R&D Portfolios

R&D portfolio management is a critical task with which the majority of the large companies are confronted. Despite its wide implementation in companies, there are no widely accepted and used methods to perform this task. Each company uses its own mix of various qualitative and quantitative methods to achieve its goal. The objective of this thesis is to explore the adequacy to use a prediction market for supporting the R&D portfolio management process. We chose prediction markets to perform this task since their aggregation mechanisms and information discovery process seems to solve most of the current issues of the R&D portfolio management process

Dynamic Capabilities: Innovation Project Portfolio Management

Innovation Project Portfolio Management (IPPM) practices are a dynamic capability that provides competitive advantage by dynamically adjusting the organisation’s portfolio of projects and resource allocation profile for the best innovation outcomes. A relatively new body of empirical research into IPPM practices is starting to generate findings related to IPPM practices and innovation outcomes. However this research is fragmented and lacks a unifying theoretical base. The resource-based view of strategy, in particular the dynamic capabilities approach, provides a theoretical framework to unify IPPM research. A ‘processes, positions and paths’ perspective on IPPM practices helps to clarify the ways that IPPM practices contribute to competitive advantage. Existing empirical research into the processes used for IPPM reveals some links to innovation outcomes, but does not try to explain causality. Improved understanding of the mechanisms responsible for competitive advantage through IPPM practices is found in research on positions (how IPPM processes draw upon and contribute to the underlying resource position) and paths (the role of past decisions and organisational paths in shaping IPPM processes as well as future options and decisions).14 page(s

A Complex Adaptive Systems Perspective on Self-Organization in IS Project Portfolios

Portfolio management practices and theory continue to remain focused on a centralized “command and control” perspective. Even though many organizations promote and encourage self-organization, particularly within their software development teams, little is known about how or if IS project portfolios self-organize. Previous studies have explored self-organization at organizational, team, or project level, but do not explore self-organization at portfolio level. Self-organization facilitates the acceptance of innovative ideas and enables autonomous teams to respond to changes in requirements or in the environment without management intervention. This research-in-progress paper aims to firstly contribute to research by using the theory of complex adaptive systems to explain how one aspect of control, namely self-organization, can occur in portfolios of IS projects. Secondly, this study will, through the use of exploratory case studies, contribute to practice by determining the implications and challenges for managers of self-organizing IS portfolios

Preparing a Negotiated R&D Portfolio with a Prediction Market

The main objective of this research is to use prediction markets as negotiation agents, for supporting R&D portfolio management. To support this research, we iteratively designed, developed, operated and evaluated several prototypes. We start by presenting the weaknesses of the current techniques for managing R&D portfolio. Then, we intend to demonstrate that prediction markets correct these weaknesses in R&D portfolio management. Furthermore, following a design science paradigm, we illustrate the design of our artifacts using build-and- evaluate loops supported with a field study, which consisted in operating the prediction markets in different settings

Learning investments and organizational capabilities: case studies on the development of project portfolio management capabilities

Purpose The purpose of this paper is to improve understanding and provide guidance for investments in organizational learning mechanisms for the establishment and evolution of organizational capabilities such as project portfolio management (PPM) and project management capabilities. Design/methodology/approach A multiple-case study research project investigates the development of PPM capabilities in six successful organizations across diverse industries. Findings The research indicates that PPM and organizational learning are dynamic capabilities that enhance an organization's ability to achieve and maintain competitive advantage in dynamic environments. PPM capabilities are shown to co-evolve through a combination of tacit experience accumulation, explicit knowledge articulation and explicit knowledge codification learning mechanisms. Although all three learning mechanisms are important throughout the establishment and evolution of PPM capability development, the research indicates that the development of an effective PPM capability will require particularly strong investments in enhancing tacit experience accumulation mechanisms and explicit knowledge codification mechanisms during the initial establishment or during periods of radical change to the PPM process

A Proposed Selection Process in Over-The-Top Project Portfolio Management

Purpose: The purpose of this paper is to propose an over-the-top (OTT) initiative selection process for communication service providers (CSPs) entering an OTT business. Design/methodology/approach: To achieve this objective, a literature review was conducted to comprehend the past and current practices of the project (or initiative) selection process as mainly suggested in project portfolio management (PPM). This literature was compared with specific situations and the needs of CSPs when constructing an OTT portfolio. Based on the contrast between the conventional project selection process and specific OTT characteristics, a different selection process is developed and tested using group model-building (GMB), which involved an in-depth interview, a questionnaire and a focus group discussion (FGD). Findings: The paper recommends five distinct steps for CSPs to construct an OTT initiative portfolio: candidate list of OTT initiatives, interdependency diagram, evaluation of all interdependent OTT initiatives, evaluation of all non-interdependent OTT initiatives and optimal portfolio of OTT initiatives. Research limitations/implications: The research is empirical, and various OTT services are implemented; the conclusion is derived only from one CSP, which operates as a group. Generalization of this approach will require further empirical tests on different CSPs, OTT players or any firms performing portfolio selection with a degree of interdependency among the projects. Practical implications: Having considered interdependency, the proposed OTT initiative selection steps can be further implemented by portfolio managers for more effective OTT initiative portfolio construction. Originality/value: While the previous literature and common practices suggest ensuring the benefits (mainly financial) of individual projects, this research accords higher priority to the success of the overall OTT initiative portfolio and recommends that an evaluation of the overall portfolio should occur prior to individual evaluation. Consequently, certain initiatives may not provide direct individual benefits. Those initiatives should remain within the portfolio because they are needed for the success of other initiatives.Peer Reviewe