Ibresearchpresentation Final 111223191329 Phpapp01

7/28/2019 Ibresearchpresentation Final 111223191329 Phpapp01

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Supervisor : Dr. Hemanta Doloi Presented By: Iman Baradari


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Table of Content

Introduction

Literature review: Project success

Literature review: Project portfolio management(PPM)

Research Aim, Hypothesis and Method

Different levels of Maturity in PPM

Research Results Part 1



Conclusion Acknowledgement

References


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PPM definitions

Nowadays Project portfolio management is considered as a strategic tool for

organizations to achieve their goals and objectives.

Shehnar et al. (Shenhar, 1997) Described project and project portfolios as

powerful strategic weapon in organizations to achieve their strategic

plans.

Project management Institute (PMI) (2008)described project portfolio

management as coordinated management of portfolio components to

achieve specific organizational objectives and concentrated on the

effects of applying project portfolio management on organization in orderto achieve their strategic goals.

On the one hand Office of Government Commerce (OGC) (Stephen

Jenner, 2011) defined project portfolio management as a collection of

strategic processes to prepare the most effective business balance.


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Research Reason

PPM Is always described as an approach thathelps organizations to achieve their strategies

Huge amount of organizations do not haveclear documented strategy plan

Regarding the popular definition of PPM, manyof project oriented organizations do not believethat PPM is effective for them

?Not only PPM can help organizations to achievetheir goals and objectives, but also it helpsthem to improve their project success rate


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The Organizational context of

Portfolio management

In this research the second relationship of project portfolio management is

evaluated. In the other word, this theory is examined that is there any correlation

between applyingproject portfolio managementand Project success?


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Literature Review

2 different literature review are carried out in order toaccurately define Project portfolio managementandproject

success.


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Literature Review 1

Project success


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Literature Review 2

PPM Processes and functions


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Research Aim

The main aim of the research isevaluating the impact ofApplying

project portfolio managementon the

project success. According to our

literature review on project success

and project portfolio management,

Aaron et al. (Shenhar et al., 2001) and

OGC (Stephen Jenner, 2011)modelshave been selected as reference

models of the research.


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Research Hypothesis

Pro

jectsucc

ess

Meet time and

budget

Achieved goalsand objectives

Customer

Satisfaction

User satisfaction

Project teamsatisfaction

Business success

Increased marketshare and benefit

Prepare the future

PPM

Maturitylevels

Organizational

governance

Benefit

management

Stakeholdermanagement

Risk management

Financialmanagement

Resourcemanagement

Management andcontrol


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Hypothesis 1: Is there any coefficient correlationbetween maturity level of applying project portfoliomanagement and project success?

This Hypothesis aggregates project success criteriaand examines the correlation between projectsuccess and different maturity levels of projectportfolio management.

Research Hypothesis


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Hypothesis 2: Is there a coefficient correlation between maturity levels of applying project portfoliomanagement and Meeting project time and budget as one of the most important project successcriteria?

Hypothesis 3: Is there a coefficient correlation between maturity levels of applying project portfoliomanagement and Achieved project goals and objectives as one of the most important projectsuccess criteria?

Hypothesis 4: Is there a coefficient correlation between maturity levels of applying project portfoliomanagement and Customer satisfaction as one of the most important project success criteria?

Hypothesis 5: Is there a coefficient correlation between maturity levels of applying project portfoliomanagement and user satisfaction as one of the most important project success criteria?

Research Hypothesis


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Hypothesis 6: Is there a coefficient correlation between maturity levels of applyingproject portfolio management and increased market share and profit as one of themost important project success criteria?

Hypothesis 7: Is there a coefficient correlation between maturity levels of applyingproject portfolio management and exploring new opportunities or innovations asone of the most important project success criteria?

Hypothesis 8: Is there a coefficient correlation between maturity levels of applying

project portfolio management and Preparing the future as one of the mostimportant project success criteria?

Research Hypothesis


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Research Survey

In order to test the mentioned hypotheses a survey is designed

with 3 sections.Section 1

Receiving

demographicinformation aboutrespondents and theirorganization.

Section 2

Evaluating andidentifying the ProjectPortfolio ManagementMaturity levelin theRespondents

organizations

Section 3

Evaluating the impactofapplying PPM ondifferentproject

success criteria


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Demographic information


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Demographic information


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Classification of maturity levels


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Evaluating the PPM maturity levels

According to received data, each respondent has 7 marks for different functions

and processes of project portfolio management. The average of these marks isrounded in the SPSS software and the result assigned to the respondentsorganization as a level of maturity. Therefore at the end of this stage all oforganizations have a level of Maturitybetween one and five. The distribution ofrespondents in different levels of maturity can be seen as following.


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Major Results

Impact of

Applying PPM

on project

success withoutconsidering

maturity levels

Correlation

Between PPM

maturity levels

and project

success criteria

Evaluating the

Coefficient of

determination

1

23


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Research Method

Pro

jectsucc

ess

Meet time and

budget

Achieved goalsand objectives

CustomerSatisfaction

User satisfaction

Project teamsatisfaction

Business success

Increased marketshare and benefit

Prepare the future

PPM

Maturitylevels

1 to 5

Variable 1 Variable 2

-2 to +2

Significant Negative

impact(-2, Significant

positive impact(+2)


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Research Method

Regarding this fact that the research aim isanalyzing the coefficient relationship betweenproject portfolio management levels and itsimpact on project success, Spearman approach

helps us to mathematically compute thedegree of association between two variables.

If R [0.8, 1] or r [-1, -0.8], it shows thatthere is a strong relationship

If R (0.5, 0.8) or r (-0.8, -0.5), it showsthat there is a moderate relationship.

And if R [-0.5, 0.5] it shows that there is aweak relationship.


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Results Part 1

The following table shows the results in order to evaluate the coefficient

correlation between applying project portfolio management and projectsuccess. Considering this fact that R is equal to 0.89 it shows that there is apositive correlation between these variables. Based on the Strong, moderateand weak correlation definition, it can be stated that there is a strong positivecoefficient correlation between project portfolio management maturity leveland project success. In other words, increasing the maturity level of project

portfolio management can lead to the project success improvement.

SigRSTD

PPM

Impact

Means

CountMaturity

Levels

0.0010.89

0.170.325Level 1

0.240.5116Level 2

0.230.5115Level 3

0.301.2222Level 40.251.8022Level 5

1


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Results Part 1

Project success criteria title RType of Coefficient

Correlation

Meet Project time and budget 0.57 Positive Moderate

Achieve project Goals and Objectives 0.71 Positive Moderate

Achieve Customer satisfaction 0.82 Positive Strong

Achieve User satisfaction 0.67 Positive Moderate

Increase the Market share and organization profit 0.72 Positive Moderate

Explore new opportunities or innovations 0.77 Positive Moderate

Make new skills and prepare for the future 0.67 Positive Moderate

Project Success as a whole 0.89 Positive Strong

1


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The Mean

value for the

impact of PPM

on projectsuccess

criteria in

different level

of maturities

Maturity level

Project success critical Level

5

Level

4

Level

3

Level

2

Level

1

1.91.721.261.121.0Meet project time and budget

2.01.51.20.870.60Achieve business goals and objectives

1.901.310.460.310.00Achieve customer satisfaction

1.311.00.40.250.00Achieve user satisfaction

1.720.90.530.180.20Increase the market share and

organization profit

1.720.950.460.120.0Explore new opportunities or innovations

1.861.180.80.680.0Helps to make new skills for the future

1.771.220.730.50.31Total grade

Results Part 1

1


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0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

2

level1 level2 level3 level4 level5

Im

pactofapplying

PPMo

nproject

success

Maturity Level

Results Part 1

The project

success trend in

different PPM

maturity levels

1


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Results Part 1

the impact of PPM

on project successcriteria in different

levels of maturity

1


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The impact of applying PPM without

considering level of maturities

Results Part 2

2


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2

Results Part 2


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Coefficient of determinationThe coefficient of determination, commonly called the R-squared" value, for

maturity level of project portfolio management and project success is calculated

that is 79.21. It means that although there are some other factors that can effect

on project success, applying project portfolio management is one of the most

important factors. In other words, 79% of variation in Project success can be

explained by variation in the maturity level of project portfolio management.

. It means that improving the maturity level of project portfolio management is

more reliable method to improve project success rate compared to other

approaches.

Results Part 3

1


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Conclusion

This research has 2 major outcomes. Firstly, some organizations believe that they do

not need project portfolio management because they do not have clear strategy

plan. But this research shows that project portfolio management not only is

effective because of the mentioned statement, but also it can be an effective

approach in improving project success rate.

Secondly, based on results project portfolio management has less impact on 3

project success criteria including achieving user satisfaction, increasing the market

shareandorganization profitand exploring new opportunities and innovations. It

indicates that existing processes and functions are not effective enough to help

organization to achieve project success in these areas. Therefore this research can

be an appropriate base for further researches to analyze the new processes andfunctions or improve existing processes and functions in order to increase the

effectiveness of project portfolio management in the mentioned area.


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Acknowledgement

I am heartily thankful to my supervisor, Dr Hemanta Doloi, whose encouragement,

guidance and support from the initial to the final level enabled me to develop an

understanding of the research. This research would never be completed without his

assistance.


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References

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BAKER, B. N., MURPHY, D. C. & FISHER, D. 2008. Factors Affecting Project Success, John Wiley & Sons, Inc.

GHASEMZADEH, F. & ARCHER, N. P. 2000. Project portfolio selection through decision support. Decision Support Systems, 29,

73-88.

KENDALL, G. L. & ROLLINS, S. C. 2003. Advanced Project Portfolio Management ant the PMO, J.ROSS Publishing.

LASLO, Z. 2010. Project portfolio management: An integrated method for resource planning and scheduling to minimize

planning/scheduling-dependent expenses. International Journal of Project Management, 28, 609-618.

MESKENDAHL, S. 2010. The influence of business strategy on project portfolio management and its success -- A conceptual

framework. . International Journal of Project Management, 28, 807.

MILIS, K. & MERCKEN, R. 2004. The use of the balanced scorecard for the evaluation of Information and Communication

Technology projects. International Journal of Project Management, 22, 87-97.OISTEN, P. 1971. Can project management be defined? Project management quarterly, 2.

PROCACCINO, J. D., VERNER, J. M., SHELFER, K. M. & GEFEN, D. 2005. What do software practitioners really think about project

success: an exploratory study.Journal of Systems and Software, 78, 194-203.

REYCK, B. D., GRUSHKA-COCKAYNE, Y., LOCKETT, M., CALDERINI, S. R., MOURA, M. & SLOPER, A. 2005. The impact of project

portfolio management on information technology projects. International Journal of Project Management, 23, 524-537.

SHENHAR, A. J., DVIR, D., LEVY, O. & MALTZ, A. C. 2001. Project Success: A Multidimensional Strategic Concept. Long Range

Planning, 34, 699-725.

SHENHAR, A. J., O. LEVY, AND D. DVIR 1997. Mapping the Dimensions of Project Success. Project Management Journal, 28.

SMARANDACHE, F. 2003. Alternatives To Pearsons and Spearmans Correlation Coefficients. USA.STEPHEN JENNER, C. K. 2011. Management of Potfolios, Office of Government Commerce.

WATERIDGE, J. 1998. How can IS/IT projects be measured for success? International Journal of Project Management, 16, 59-

63.

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Ibresearchpresentation Final 111223191329 Phpapp01