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Project Portfolio Control and Portfolio Management Performance in Different Contexts
Umeå University, Faculty of Social Sciences, Umeå School of Business.
Umeå University, Faculty of Social Sciences, Umeå School of Business.
2008 (English)In: Project Management Journal, ISSN 8756-9728, Vol. 39, no 3, 28-42 p.Article in journal (Refereed) Published
Abstract [en]

This article investigates the nature and relationship of project portfolio control techniques and portfolio management performance, and how this relationship is moderated by situational idiosyncrasies of internal and external dynamics, industries, governance types, and geographic location. A worldwide questionnaire with 242 responses was used, of which 136 high-performing responses were filtered out for quantitative analysis of best practices. Three portfolio control factors were identified: portfolio selection, portfolio reporting, and decisionmaking style. Two measures for portfolio management

performance were identified: achievement of desired portfolio results and achievement of project and program purpose. The results

indicate that different portfolio control mechanisms are associated with different performance measures. A contingency model was

developed, including moderating effects by contextual variables.

Place, publisher, year, edition, pages
2008. Vol. 39, no 3, 28-42 p.
Keyword [en]
project portfolio management, portfolio management performance, portfolio control
Identifiers
URN: urn:nbn:se:umu:diva-10568DOI: doi:DOI: 10.1002/pmj.20053OAI: oai:DiVA.org:umu-10568DiVA: diva2:150239
Available from: 2008-10-24 Created: 2008-10-24 Last updated: 2011-01-10Bibliographically approved

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CiteExportLink to record
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Citation style
  • apa
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