Risk identification, impact assessment, and response planning constitute three building blocks of project risk management. Correspondingly, three types of interactions could be envisioned between risks, between impacts of several risks on a portfolio component, and between several responses. While the interdependency of risks is a well-recognized issue, the other two types of interactions remai...

One central and important requirement for IS project portfolio selection is the adequate consideration of project interactions. However, the IS discipline notably lacks a common understanding of the nature of project interactions and their impact on IS project portfolio selection. To remedy this we conduct a systematic and interdisciplinary literature review thereby providing a starting point f...

491 Abstract— In this paper, we offer a new strategic portfolio model for national IT R&D project selection in Korea. A risk and return (R-R) portfolio model was developed using an objectively quantified index on the two axes of risk and return, in order to select a strategic project and allocate resources in compliance with a national IT R&D strategy. We strategize using the R-R portfolio mode...

Adequately considering interactions among IT/IS projects in the process of constructing an IT/IS project portfolio is an important requirement for value-based IT/IS project portfolio selection. A lot of articles already deal with modeling approaches to incorporate such interactions, but the literature lacks a common terminology and a structured perspective on the manifold types of interactions ...

In a qualitative research approach, an interpretive case study has been conducted. 26 experts from a large financial service provider of the cooperative banking sector were interviewed. The impact of organizational culture on the management of an organization’s IT project portfolio was subject to inquiry. We have identified three core dimensions of the organizational culture of the analyzed ban...

a vast number of organizational projects as well as complexity of decision making process can cause particular challenges for project management and its leadership. in order to use organization assets and opportunities efficiently, it is necessary that manager implement a comprehensive multidimensional project portfolio management system that considers economic, social and technical details of ...

This paper proposes a new practical model for project portfolio selection focusing on two issues; the first issue relates to managing uncertainty provoked by hesitant situations and the second issue relates to the interaction effect of projects on final value of portfolio. Based on the above issues, the hesitant fuzzy weighted averaging (HFWA) operator is applied to aggregate the hesitant fuzzy...

Robust portfolio modeling (RPM) [Liesiö, J., Mild, P., Salo, A., 2007. Preference programming for robust portfolio modeling and project selection. European Journal of Operational Research 181, 1488–1505] supports project portfolio selection in the presence of multiple evaluation criteria and incomplete information. In this paper, we extend RPM to account for project interdependencies, incomplet...