Project portfolio management maturity model for dynamic environments

Killen, CP; Hunt, R

Project portfolio management maturity model for dynamic environments

Killen, CP

Hunt, R

Permalink

Publisher:: The Australian Institute of Project Management
Publication Type:: Conference Proceeding
Citation:: 'Modernisation in Project Management: Flexibility, Risk, Integration and Sustainability': Proceedings of the 2009 AIPM Project Management Conference, 2009, pp. 1 - 9
Issue Date:: 2009-01

Open Access

Copyright Clearance Process

Recently Added
In Progress
Open Access

This item is open access.

Adobe PDF

Download full textAdobe PDF (75.42 kB)

View statistics

Full metadata record

Field	Value	Language
dc.contributor.author	Killen, CP https://orcid.org/0000-0002-2370-7856	en_US
dc.contributor.author	Hunt, R	en_US
dc.contributor.editor	Milner, DS	en_US
dc.contributor.editor	Cole, PJ	en_US
dc.contributor.editor	Manley, DK	en_US
dc.contributor.editor	Watt, MC	en_US
dc.contributor.editor	Tucker, MR	en_US
dc.date	2009-10-11	en_US
dc.date.issued	2009-01	en_US
dc.identifier.citation	'Modernisation in Project Management: Flexibility, Risk, Integration and Sustainability': Proceedings of the 2009 AIPM Project Management Conference, 2009, pp. 1 - 9	en_US
dc.identifier.isbn	978-0-9804601-3-1	en_US
dc.identifier.uri	http://hdl.handle.net/10453/11281
dc.description.abstract	Project portfolio management (PPM) capabilities provide a holistic decision-making framework to align projects with strategy and to ensure resource sufficiency for the project portfolio. PPM capabilities are shown to evolve in response to dynamic environments in six case studies. Capability Maturity Models (CMMs) are often used to outline the maturity paths for the establishment and evolution of PPM capabilities. This paper presents a PPM CMM that improves upon existing CMMs by incorporating organisational learning capabilities, by recognising antecedents for maturity stages that build upon other capabilities and by paying explicit attention to capabilities that assist in balancing exploration and exploitation projects.	en_US
dc.publisher	The Australian Institute of Project Management	en_US
dc.relation.ispartof	'Modernisation in Project Management: Flexibility, Risk, Integration and Sustainability': Proceedings of the 2009 AIPM Project Management Conference	en_US
dc.relation.ispartof	Australian Institute of Project Management conference	en_US
dc.title	Project portfolio management maturity model for dynamic environments	en_US
dc.type	Conference Proceeding
utslib.location	Sydney, Australia	en_US
utslib.location.activity	Adelaide, Australia	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
dc.location.activity	Adelaide, Australia	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Sydney, Australia	en_US
pubs.start-date	2009-10-11	en_US

Abstract:

Project portfolio management (PPM) capabilities provide a holistic decision-making framework to align projects with strategy and to ensure resource sufficiency for the project portfolio. PPM capabilities are shown to evolve in response to dynamic environments in six case studies. Capability Maturity Models (CMMs) are often used to outline the maturity paths for the establishment and evolution of PPM capabilities. This paper presents a PPM CMM that improves upon existing CMMs by incorporating organisational learning capabilities, by recognising antecedents for maturity stages that build upon other capabilities and by paying explicit attention to capabilities that assist in balancing exploration and exploitation projects.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/11281