Time to make space for practice-based research in project portfolio management

Field	Value	Language
dc.contributor.author	Killen, CP https://orcid.org/0000-0002-2370-7856	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Biesenthal, C https://orcid.org/0000-0002-3851-4950	en_US
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.date	2015-12-09	en_US
dc.date.issued	2015-01-01	en_US
dc.identifier.citation	2015, pp. ? - ? (16)	en_US
dc.identifier.uri	http://hdl.handle.net/10453/42021
dc.description.abstract	Practice-based research is extending understanding in the disciplines of strategy and project management, in part as a result of strong advocacy of research from ‘strategy-as-practice’ and ‘projects-as-practice’ perspectives. Such perspectives provide holistic contextual information and reveal the evolutionary and responsive nature of project and strategy processes. As environments shift and become more complex, dynamic capabilities are required for projects to flourish. Normative project management approaches are being challenged and practice-based project portfolio management (PPM) research is emerging. Increasingly, PPM defines the space between strategy and project management, with a key project focus on temporality. There is a need for further development and encouragement of practice-based approaches in PPM research that are alert to the becoming of projects as spatial manifestations that unfold in (different conceptions of) time. We identify three themes in project and portfolio management research that employ practice-based and strategically anchored perspectives. We illustrate the trajectory of early work on strategy and the front end of projects through to the development and application of increasingly sophisticated theoretical perspectives in project portfolio management (PPM) research. The dynamic capabilities perspective is shown to provide a strong theoretical foundation for investigating PPM and its role in implementing and informing strategy through projects. Theoretically grounded and practice-based research represents the interplay between structure and practice, with these reciprocally and recursively shaping each other over time. Building on these examples we call for practice-based research in PPM, and we suggest a convergence of strategy-as-practice perspectives and practice-based PPM research.	en_US
dc.relation.ispartof	Asia Pacific Researchers in Organisational Studies (APROS) / European Group for Organization Studies (EGOS)	en_US
dc.title	Time to make space for practice-based research in project portfolio management	en_US
dc.type	Conference Proceeding
utslib.location.activity	Sydney, Australia	en_US
utslib.for	150307 Innovation and Technology Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
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
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2015-12-11	en_US
pubs.publication-status	Published	en_US
pubs.start-date	2015-12-09	en_US

Abstract:

Practice-based research is extending understanding in the disciplines of strategy and project management, in part as a result of strong advocacy of research from ‘strategy-as-practice’ and ‘projects-as-practice’ perspectives. Such perspectives provide holistic contextual information and reveal the evolutionary and responsive nature of project and strategy processes. As environments shift and become more complex, dynamic capabilities are required for projects to flourish. Normative project management approaches are being challenged and practice-based project portfolio management (PPM) research is emerging. Increasingly, PPM defines the space between strategy and project management, with a key project focus on temporality. There is a need for further development and encouragement of practice-based approaches in PPM research that are alert to the becoming of projects as spatial manifestations that unfold in (different conceptions of) time. We identify three themes in project and portfolio management research that employ practice-based and strategically anchored perspectives. We illustrate the trajectory of early work on strategy and the front end of projects through to the development and application of increasingly sophisticated theoretical perspectives in project portfolio management (PPM) research. The dynamic capabilities perspective is shown to provide a strong theoretical foundation for investigating PPM and its role in implementing and informing strategy through projects. Theoretically grounded and practice-based research represents the interplay between structure and practice, with these reciprocally and recursively shaping each other over time. Building on these examples we call for practice-based research in PPM, and we suggest a convergence of strategy-as-practice perspectives and practice-based PPM research.

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http://hdl.handle.net/10453/42021