Project portfolio control and portfolio management performance in different contexts

This article investigates the nature and relationship of project portfolio control techniques and portfolio management performance, and how this relationship is moderated by situational idiosyncrasies of internal and external dynamics, industries, governance types, and geographic location. A worldwide questionnaire with 242 responses was used, of which 136 high‐performing responses were filtered out for quantitative analysis of best practices. Three portfolio control factors were identified: portfolio selection, portfolio reporting, and decision‐making style. Two measures for portfolio management performance were identified: achievement of desired portfolio results and achievement of project and program purpose. The results indicate that different portfolio control mechanisms are associated with different performance measures. A contingency model was developed, including moderating effects by contextual variables.     

基于信息系统的企业绩效管理体系——以某石化企业为例

绩效管理思想越来越受到我国企业的关注,然而在具体实践过程中,往往缺乏有力的工具和载体,造成与实际工作流程脱节的现象。根据企业的战略要求和实际情况,构建基于信息系统的绩效管理体系,将为企业提供更加全面、准确、有效的绩效管理工具,提升企业的核心竞争力。     

A project portfolio risk‐opportunity identification framework

This article introduces a framework to identify risks and opportunities during portfolio risk management that helps to decrease the uncertainty of achieving the strategic goals of the organization. The final output of the framework is a portfolio risk‐opportunity register, which highlights the potential events that could impact the achievement of the goals. An illustrative example of how risk‐opportunity identification can be conducted within this framework is also exposed. In spite of being theoretical in nature, the model contributes to the risk management domain applied specifically to project portfolio management, opening the possibility of further research for its verification.     

Portfolio Risk Management and Its Contribution to Project Portfolio Success: An Investigation of Organization,Process, and Culture

Previous research has found supporting evidence of a positive relationship between project risk management and project success, but literature on how risk management is applied to and integrated with project portfolios has been scarce. Based on a literature review, a comprehensive conceptual model is developed, which highlights the three components of portfolio risk management: organization, process, and culture. This study investigates their linkage to portfolio success, mediated through risk management quality, and, therefore, provides principles for more effective portfolio risk management. The developed framework can be used for further empirical research on the influence of portfolio risk management and its success.     

绩效管理运用及其关键

绩效管理工作已成为员工绩效考核的重要手段,文章从绩效管理的作用,正确运用绩效管理方式以及绩效管理关键要素的确定提出了一些理论依据,有助于绩效管理工作在实践中的成功运用和积极推广。     

Application and project portfolio valuation using enterprise architecture and business requirements modelling

This article describes an architecture-based approach to IT valuation. This approach offers organisations an instrument to valuate their application and project portfolios and to make well-balanced decisions about IT investments. The value of a software application is assessed in terms of its contribution to a selection of business goals. Based on such assessments, the value of different applications can be compared, and requirements for innovation, development, maintenance and phasing out can be identified. IT projects are proposed to realise the requirements. The value of each project is assessed in terms of the value it adds to one or more applications. This value can be obtained by relating the ‘as-is’ application portfolio to the ‘to-be’ portfolio that is being proposed by the project portfolio. In this way, projects can be ranked according to their added value, given a certain selection of business goals. The approach uses ArchiMate to model the relationship between software applications, business processes, services and products. In addition, two language extensions are used to model the relationship of these elements to business goals and requirements and to projects and project portfolios. The approach is illustrated using the portfolio method of Bedell and has been implemented in BiZZdesign Architect.     

Method of evaluating the impact of ERP implementation critical success factors – a case study in oil and gas industries

The so far implemented enterprise resource planning (ERP) systems have in many cases failed to meet the requirements regarding the business process control, decrease of business costs and increase of company profit margin. Therefore, there is a real need for an evaluation of the influence of ERP on the company's performance indicators. Proposed in this article is an advanced model for the evaluation of the success of ERP implementation on organisational and operational performance indicators in oil–gas companies. The recommended method establishes a correlation between a process-based method, a scorecard model and ERP critical success factors. The method was verified and tested on two case studies in oil–gas companies using the following procedure: the model was developed, tested and implemented in a pilot gas–oil company, while the results were implemented and verified in another gas–oil company.     

试论KN涂料公司大客户经理的绩效考核

文章以KN涂料公司为例来分析大客户经理如何进行绩效考核及如何构建大客户经理的关键绩效指标考核体系。     

浅谈Partnering模式应用的CSFs及其障碍

Partnering模式正被广泛应用在各种不同领域中，评定Partnering模式应用的CSFS及其障碍越来越被组织或学者重视，逐步成为了项目管理中的一项议程。总结了前人的研究成果，提出了普遍认为的CSFS，具体分析了Partnering模式应用的障碍，为Partnering模式的推广提供了借鉴作用。     

影响供应商参与新产品开发实施绩效的关键成功因素研究

供应商参与新产品开发(Supplier involvement in new product development,SINPD)作为一种新的合作创新模式受到广泛关注,对新产品开发绩效的研究已成为企业实施SINPD的关键。在文献资料和国内企业调研访谈的基础上,初步提出9个影响SINPD实施绩效的关键因素。通过对问卷收集的数据进行实证研究,验证和提取出知识创造能力、知识吸收能力、知识整合能力、组织学习能力、供应商参与时机、供应商参与程度6个关键成功因素,并对实证研究结果进行分析讨论。     

对平衡计分卡与企业战略性业绩评价的研究

文章在深入分析业绩评价与企业战略关系、平衡计分卡的基本原理及其在企业战略性业绩评价上的应用价值的基础上,详细地阐述了我公司基于平衡计分卡,构建企业战略性业绩评价体系的基本思想和原理。建立一个科学合理的企业绩效评价系统是一项非常复杂的系统工程,在运用BSC方法建立企业绩效评价系统的过程中,要根据企业的具体情况区别对待。     

Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames

Our aim is to develop a set of leading performance indicators to enable managers of large projects to forecast during project execution how various stakeholders will perceive success months or even years into the operation of the output. Large projects have many stakeholders who have different objectives for the project, its output, and the business objectives they will deliver. The output of a large project may have a lifetime that lasts for years, or even decades, and ultimate impacts that go beyond its immediate operation. How different stakeholders perceive success can change with time, and so the project manager needs leading performance indicators that go beyond the traditional triple constraint to forecast how key stakeholders will perceive success months or even years later. In this article, we develop a model for project success that identifies how project stakeholders might perceive success in the months and years following a project. We identify success or failure factors that will facilitate or mitigate against achievement of those success criteria, and a set of potential leading performance indicators that forecast how stakeholders will perceive success during the life of the project's output. We conducted a scale development study with 152 managers of large projects and identified two project success factor scales and seven stakeholder satisfaction scales that can be used by project managers to predict stakeholder satisfaction on projects and so may be used by the managers of large projects for the basis of project control.     

CRM系统实施的关键成功因素

文章针对我国CRM系统实施成功率较低的现状,结合自己的实际工作体会,从企业客户与企业本身两个角度提出了CRM系统实施应当注意的一些问题,分析和探讨了“客户成熟度”及“企业成熟度”对CRM系统成功实施的影响。     

BSC在我国企业绩效考核管理中的应用分析

平衡计分卡(BSC)是企业绩效考核管理的一种新的方法手段。文章在充分分析、研究平衡计分卡(BSC)理论的基础上,介绍了运用平衡计分卡(BSC)进行绩效考核管理的基本步骤,并基于对我国企业应用平衡计分卡(BSC)进行绩效管理存在的一些问题进行分析,提出了改善性建议和意见,以及给予我国已经实施和将要实施平衡计分卡(BSC)企业一定的启示。     

供应链战略绩效管理实施及其关键因素分析

供应链战略绩效管理的实施是一项系统工程,需要经过精心的统筹规划,科学合理的安排才能发挥出最佳的效果。文中对供应链战略绩效管理实施中包含的8个因素进行了较详细的阐述。同时,也对影响其全局发展的关键因素的主要内容、相关关系进行了分析。     

MBTI Personality Types of Project Managers and Their Success: A Field Survey

This paper describes a survey of 280 project managers that reveals both their personality types (via Myers‐Briggs personality inventory) and their success in project management. The results show that a project manager's personality is better suited for functioning with partial data and under ambiguity than the rest of the population. These traits were found for both women and men. The conclusion is that project managers (females and males) have a unique personality‐type distribution that distinguishes them from the general population. The findings can contribute to better understanding the traits that characterize the project management population, and their relationship to project success.     

Measuring the performance of Internet companies using a two-stage data envelopment analysis model

In exploring the business operation of Internet companies, few researchers have used data envelopment analysis (DEA) to evaluate their performance. Since the Internet companies have a two-stage production process: marketability and profitability, this study employs a relational two-stage DEA model to assess the efficiency of the 40 dot com firms. The results show that our model performs better in measuring efficiency, and is able to discriminate the causes of inefficiency, thus helping business management to be more effective through providing more guidance to business performance improvement.