Portefølje, Program og ProjektledelseOnsdag den 25. november 2015

Hvordan kan styrings- og koordineringsmæssige problemer i IT projekt porteføljestyring forstås og håndteres?Lars Kristian Hansen, Udviklingskonsulent, Københavns Kommune

Lars K. Hansen

10 publications

Introduction

“Background, goal

and structure”

This presentation is based on:

• My PhD-dissertation and

• An academic article submitted to

European Journal of Information Systems

BACKGROUND

• To define IT Project Portfolio

Management

• To provide more understanding

regarding IT Project Portfolio

management problems

• Reflect on: can the problems found in

my case study be found in any

organization?

GOAL

STRUCTURE

Definition

“Project Portfolio Management”

IT PROJECT PORTFOLIO

A collection of components that are

grouped together to facilitate the

effective management of that work in

order to meet strategic business

objectives (PMI, 2008)

DEFNITION

Portfolio

Programs

Projects Projects

Project Programs

Projects ProjectsOther

work

Do the right

projects

Do the

projects right

Tactical

level

Strategic level

Operational

level

An theoretical and empirical

grounded approach helping us:

• To understand Work Design

problems in IT PPM

NEED IN IT PPM RESEARCH

Theory

“Work Design Theory”

WORK DESIGN THEORY

WORK DESIGN THEORY

Level A

Level N Level N Level N

Level BControl across hierarchical

levels

Coordination across functions and units

CONTROL PROBLEMS

Authority,

knowledge,

resources

Control mechanisms

CONTROL MECHANISMS

•Formal control•Informal control

WORK DESIGN THEORY

Level A

Level N Level N Level N

Level BControl across hierarchical

levels

Coordination across functions and units

COORDINATION

Post-

selections

phase

Selections

phase

Pre-

selections

phase

COORDINATION PROBLEMS

Post-

selections

phase

Selections

phase

Pre-

selections

phase

Modul 1 Modul 2 Modul 3

Information

important

across modules

Information not

important

across modules

WORK DESIGN THEORY

COMPLEX NETWORK

PROBLEMS

Control problemCoordination-

problemComplex networks

problem

Task with no control and clear definition

PROBLEM SOLUTIONS

Control problemCoordination-

problemComplex networks

problem

Authority can solve problem

Modularization can solve problem

Network integratorscan solve problem

Case and method

“Engaging in Newport”

CASE

METHOD

Mathiassen (2002);

Van de Ven (2007)

Results

“ROOT PROBLEMS”

CONTROL PROBLEMS

Authority Knowledge Resources

Caution

Political level

Director level

IT leader level

Project level

CONTROL PROBLEMS

Political level

Director level

IT leader level

Project level

Use of informal mechanisms

Minor bureaucracy

Difficult to communicate across time and space Less explicit in performance and use of resources

COORDINATION PROBLEMS

Post-

selections

phase

Selections

phase

Pre-

selections

phase

Modul 1 Modul 2 Modul 3

Information not

important

across modules

Information which

is important

across modules

COMPLEX NETWORK PROBLEM

Newport’s silo structure hinder PPM

Discussion

“Reflections and summing up”

PROBLEM NETWORK

Political and

managerial silos

hinder IT PPM

Weak accountability

between

hierarchical levels

Subsumed

problems

Unclear distinction

between IT architect

and adopter

Subsumed

problems

Control Problems

Modularity Problems

Complex Network Problems

CASE

Relating to existing

tolls and research

“Reflections and summing up”

CMMI MODELS

PARETO DIAGRAM

Summing up

“Thank you for your attention”

QUESTIONS AND

COMMENTS

QUSTIONS

• To define IT Project Portfolio

Management

• To provide more understanding

regarding IT Project Portfolio

management problems

• Reflect on: can the problems found in

my case study be found in any

organization?

GOAL

SUMMING UP

End

“Thank you for your attention”