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Project Portfolio Management and Organization: An Integrated and Circular Model

Project Portfolio Management and Organization: An Integrated and Circular Model

Lucia Aiello, Mauro Gatti
Copyright: © 2017 |Pages: 22
ISBN13: 9781522521518|ISBN10: 1522521518|EISBN13: 9781522521525
DOI: 10.4018/978-1-5225-2151-8.ch012
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MLA

Aiello, Lucia, and Mauro Gatti. "Project Portfolio Management and Organization: An Integrated and Circular Model." Project Portfolio Management Strategies for Effective Organizational Operations, edited by Luca Romano, IGI Global, 2017, pp. 288-309. https://doi.org/10.4018/978-1-5225-2151-8.ch012

APA

Aiello, L. & Gatti, M. (2017). Project Portfolio Management and Organization: An Integrated and Circular Model. In L. Romano (Ed.), Project Portfolio Management Strategies for Effective Organizational Operations (pp. 288-309). IGI Global. https://doi.org/10.4018/978-1-5225-2151-8.ch012

Chicago

Aiello, Lucia, and Mauro Gatti. "Project Portfolio Management and Organization: An Integrated and Circular Model." In Project Portfolio Management Strategies for Effective Organizational Operations, edited by Luca Romano, 288-309. Hershey, PA: IGI Global, 2017. https://doi.org/10.4018/978-1-5225-2151-8.ch012

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Abstract

The chapter is an overview on organizational models for project management, identifying the characteristics of a possible reference model that joins to the necessity of portfolio management. The approach to portfolio management requires attention to the integrated management of projects; this is why the organizational structure matrix “differentiated” could be a useful reference point. This chapter proposes, therefore, a reworking of the organizational structure design criteria considering both the Value Chain of Porter is the matrix structure “differentiated”. Ultimately, the contribution configures the characteristics of the organizational model for portfolio in relation to the type of project - internal/process, external/product mix - in order to improve the performance of internal projects whose objectives are not always explicit. The basic idea of this work is to apply the concept of Porter's value chain not only functions but also the portfolio of projects that the company has.

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