Determinants of Project Portfolio Management (PPM) for organizational agility: a model proposal
The organization's response to changes in its environment is often accomplished by decomposing strategies into a portfolio of projects. Project Portfolio Management affects the speed and flexibility of project execution and and strategic execution as well. The need to generate results in increa...
| Autores: | , , , , , |
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| Formato: | artículo |
| Estado: | Versión publicada |
| Fecha de publicación: | 2022 |
| País: | Brasil |
| Recursos: | Universidade Nove de Julho (UNINOVE) |
| Repositorio: | Revista Gestão e Projetos (GeP) |
| Idioma: | portugués |
| OAI Identifier: | oai:https://periodicos.uninove.br:article/21101 |
| Acesso em linha: | https://periodicos.uninove.br/gep/article/view/21101 |
| Access Level: | acceso abierto |
| Palavra-chave: | Project Portfolio Management (PPM); Project portfolio performance; Organizational gility; Agility capabilities. Gerenciamento do portfólio de projetos; Desempenho do portfólio de projetos; Agilidade organizacional; Capacidades da agilidade. |
| Resumo: | The organization's response to changes in its environment is often accomplished by decomposing strategies into a portfolio of projects. Project Portfolio Management affects the speed and flexibility of project execution and and strategic execution as well. The need to generate results in increasingly shorter cycles highlights the purpose and puts pressure on PPM's contribution to agility in organizational dynamics. However, the literature does not clearly detail how this management integrates the different perceptions and relationships triggered by strategic work and incorporates them into its processes, amplifying or restricting agility. The objective of this study is to develop an integrative review to support the proposal of a conceptual model that associates determinants of structuring and conducting the project portfolio management for organizational agility. The modeling considered the follwoing four theoretical perspectives on the project portfolio: optimization, strategic, decision-making and organizational. Keywords and theoretical categories were organized in a two-level modeling, integrating multiple determinants, whose applicability was corroborated by peers. The model highlights determinants that impact agility in organizational response as follows: strategic clarity, decision quality, intensity of control and integrative complexity. Although the framework still requires empirical validation, combining determinants for agility in different PPM perspectives, at the definition and execution level, the proposed model makes portfolio management more practical and robust, offering references for a configuration oriented to the organization's value priorities. |
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