Exploring Control Tensions in IS Project Portfolio Management

While the concept of control has been widely studied in information technology project management, and a plethora of mechanisms are commonly used to control information systems development (ISD) teams, very little research exists on the management, and particularly control, of IS project portfolios. Using exploratory case studies this research-in-progress seeks to contribute to practice by first using control theory as a lens to uncover a range of formal and informal control mechanisms used in IS projects and portfolios. Secondly, it will identify and categorise the tensions that exist between IS project and portfolio controls. Finally, it will uncover the implications of tensions between project and portfolio controls and their impact on the management of IS project portfolios. This work contributes to the advancement of control theory and provides new insights for theory and practice by integrating the study of tensions and control.