工程管理外文文獻翻譯---項目組合管理——遠非現(xiàn)今管理所制定的方案(已修改)
2024-09-22 14:46 本頁面
【正文】 山東建筑大學畢業(yè)論文外文文獻及譯文 外文文獻：Project portfolio management – There’s more to it thanwhat management enactsAbstractAlthough panies manage project portfolios concordantly with project portfolio theory, they may experience problems in the form of delayed projects, resource struggles, stress, and a lack of overview. Based on a research project promised of 128 indepth interviews in 30 panies, we propose that a key reason why panies do not do well in relation to project portfolio management (PPM) is that PPM often only covers a subset of ongoing projects, while projects that are not subject to PPM tie up resources that initially were dedicated to PPM projects. We address and discuss the dilemma of wanting to include all projects in PPM, and aiming at keeping the resource and cognitive burden of doing PPM at a reasonable level.Keywords： Managing programmes， Managing projects，Organisation resources， Strategy1. IntroductionAt any given point in time, most panies engage in many projects. Some of these projects may relate to product development and marketing, others relate to changes in work processes and production flows, while yet others relate to petency development, strategic turns, the implementation of new IT systems, environmental issues etc. A key managerial task is to dedicate resources across all of these projects (as well as do daily work) and consequently,management across projects (project portfolio management (PPM)) is critical to pany paper is based on a largescale qualitative study,which shows that many projectoriented panies do not perform well when it es to PPM. This relates to the inability to acplish projects that are initiated. In particular, we identify the following problems: (1) Projects are not pleted according to plan (or they even peter out during their project life cycle)。(2) Management and employees feel they lack a broad overview of ongoing projects (especially when the number of ongoing projects increases as more and more projects are not pleted according to plan)。 (3) People experience stress as resources are continuously reallocated across projects in order to make ends meet. These observations are especially interesting because the panies were included in the research project because they were supposed to be especially,experienced in PPM, and because they actually engage in PPM according to the extant body of literature on PPM. For example, part of the panies’ PPM included an effort to pick the best projects on the basis of explicit or implicit criteria, and an effort to allocate sufficient resources to these projects. However, despite efforts,to practice ‘good’ PPM, these panies experience severe problems in relation to PPM – especially in letting enough resources go into the ‘right’ projects. The purpose of this paper is to confront PPM as advocated by normative theories with actual PPM practices. Hence, the purpose is to confront PPM theories with PPM as perceived by managers and other employees for whom PPM is part of, or affects, their work conditions. However, in this paper, we are more interested in PPM as enacted by panies than in universally true perceptions. Hence, we adhere to Weick’s [1–3] notion of enactment as the preconceptions that are used to set aside a portion of the field of experience for further attention. In regard
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