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Strategic IT Portfolio Management for Development of Innovative Competences

Strategic IT Portfolio Management for Development of Innovative Competences

Dejan Petrovic, Marko Mihic, Biljana Stošic
Copyright: © 2009 |Pages: 20
ISBN13: 9781599046877|ISBN10: 1599046873|ISBN13 Softcover: 9781616925567|EISBN13: 9781599046891
DOI: 10.4018/978-1-59904-687-7.ch008
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MLA

Petrovic, Dejan, et al. "Strategic IT Portfolio Management for Development of Innovative Competences." Strategic Information Technology and Portfolio Management, edited by Albert Wee Kwan Tan and Petros Theodorou, IGI Global, 2009, pp. 150-169. https://doi.org/10.4018/978-1-59904-687-7.ch008

APA

Petrovic, D., Mihic, M., & Stošic, B. (2009). Strategic IT Portfolio Management for Development of Innovative Competences. In A. Tan & P. Theodorou (Eds.), Strategic Information Technology and Portfolio Management (pp. 150-169). IGI Global. https://doi.org/10.4018/978-1-59904-687-7.ch008

Chicago

Petrovic, Dejan, Marko Mihic, and Biljana Stošic. "Strategic IT Portfolio Management for Development of Innovative Competences." In Strategic Information Technology and Portfolio Management, edited by Albert Wee Kwan Tan and Petros Theodorou, 150-169. Hershey, PA: IGI Global, 2009. https://doi.org/10.4018/978-1-59904-687-7.ch008

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Abstract

This chapter presents the concept of strategic information technology portfolio management for development of innovation competences in a project-oriented company. It is a specific type of portfolio management, called project portfolio management. The chapter begins with a strategic basis of projectoriented company, links it to the modern portfolio theory and then expands it into the IT project portfolio management (IT PPM). The role of the IT PPM is to ensure that the group of IT projects supports the achievement of the goals of the corporate strategy. The chapter takes into consideration the key aspects of IT - innovation relationship, and introduces the organizational support to the IT PPM – the Portfolio Management Office. An established PMO that is actively supported at the executive level can help solve problems with project auditing and initiative approval.

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