Robotic process automation (RPA) has recently been subject to colossal hype. Although hype and expectations around technological innovation have been researched at length, there is limited research into the impact of hype at a firm level from an adopter’s perspective. Through an inductive multi-case study of five organizations from the banking, financial services and insurance (BFSI) sector that have adopted RPA over the past five years, we attempted to answer the question: how does RPA technology hype reach the shores of organizations and what adoption behaviour and decision making does it drive? Findings point to the critical role of senior management as instigators of adoption and legitimation, which goes beyond the sponsorship role identified in extant theory. Results also demonstrate that RPA adoption is driven by a ‘hunt’ for use cases by interdisciplinary teams, which exposes long-standing operational problems while at the same time offers opportunities for organizational learning. We contribute to a theoretical understanding of the organizational performativity of hype and draw lessons for industry practitioners considering RPA and other hyped technologies for organizational adoption.
{"title":"Organizational adoption of Robotic Process Automation: managing the performativity of hype","authors":"Antonios Kaniadakis, Laura Linturn","doi":"10.12821/ijispm100402","DOIUrl":"https://doi.org/10.12821/ijispm100402","url":null,"abstract":"Robotic process automation (RPA) has recently been subject to colossal hype. Although hype and expectations around technological innovation have been researched at length, there is limited research into the impact of hype at a firm level from an adopter’s perspective. Through an inductive multi-case study of five organizations from the banking, financial services and insurance (BFSI) sector that have adopted RPA over the past five years, we attempted to answer the question: how does RPA technology hype reach the shores of organizations and what adoption behaviour and decision making does it drive? Findings point to the critical role of senior management as instigators of adoption and legitimation, which goes beyond the sponsorship role identified in extant theory. Results also demonstrate that RPA adoption is driven by a ‘hunt’ for use cases by interdisciplinary teams, which exposes long-standing operational problems while at the same time offers opportunities for organizational learning. We contribute to a theoretical understanding of the organizational performativity of hype and draw lessons for industry practitioners considering RPA and other hyped technologies for organizational adoption.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48369134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
J. Huňady, Peter Pisár, Dalia Suša Vugec, M. P. Bach
The transformation of the economy into a digital environment has become a necessary step in recent years. The consequences of the COVID pandemic have accelerated the digital transformation and the growth of the digital economy. Intensive business engagement in the digital economy requires innovative digital solutions and online means of promotion and sale. European Union (EU) countries need to create the conditions for the gradual transformation. The paper analyses business readiness for the digital economy in EU countries. It aims to compare and assess the current situation of digital readiness based on the set of selected indicators. The analysis includes a multidimensional comparison of EU countries, classification based on cluster analysis, and ranking based on factor analysis results. Results show significant differences among EU countries. Newer member countries, mostly from South-Eastern Europe, are still lagging behind the EU average in e-Commerce activities, usage of social networks, and cloud computing. Furthermore, factor analysis has been conducted to determine underlining factors describing the overall digital readiness of EU countries and rank them accordingly. As well as in the cluster analysis, factor analysis revealed that Nordic EU member countries perform very well and show the highest digital readiness.
{"title":"Digital Transformation in European Union: North is leading, and South is lagging behind","authors":"J. Huňady, Peter Pisár, Dalia Suša Vugec, M. P. Bach","doi":"10.12821/ijispm100403","DOIUrl":"https://doi.org/10.12821/ijispm100403","url":null,"abstract":"The transformation of the economy into a digital environment has become a necessary step in recent years. The consequences of the COVID pandemic have accelerated the digital transformation and the growth of the digital economy. Intensive business engagement in the digital economy requires innovative digital solutions and online means of promotion and sale. European Union (EU) countries need to create the conditions for the gradual transformation. The paper analyses business readiness for the digital economy in EU countries. It aims to compare and assess the current situation of digital readiness based on the set of selected indicators. The analysis includes a multidimensional comparison of EU countries, classification based on cluster analysis, and ranking based on factor analysis results. Results show significant differences among EU countries. Newer member countries, mostly from South-Eastern Europe, are still lagging behind the EU average in e-Commerce activities, usage of social networks, and cloud computing. Furthermore, factor analysis has been conducted to determine underlining factors describing the overall digital readiness of EU countries and rank them accordingly. As well as in the cluster analysis, factor analysis revealed that Nordic EU member countries perform very well and show the highest digital readiness.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43771289","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ahmed Alfatih D. Mohamed, Yazan M. Alkhateeb, Puneet Agarwal, Ahmed R. Abdelwahab, O. Alrababah
The interest in blockchain technology has grown rapidly, day by day. This is simply because of the security and decentralization that it provides. Nevertheless, most government services around the world run on inefficient systems loaded with heavy bureaucracy. They lead to non-transparent systems and a loss of public confidence in government services. The present systematic review of the literature on this topic aims to highlight the characteristics of blockchain technology that demonstrate its uniqueness, together with the characteristics of the smart government services that are required for efficient service delivery. It was found that the dominant characteristics of blockchain technology that are expected to provide the highest value for customers are decentralization and the capacity to be shared and public, whereas the most desired characteristics for the efficient service delivery of smart government services are speed, trust and participation. The paper went on to examine how the use of blockchain technology in government services is impacting on their delivery to customers by using examples from all around the world and to conduct a SWOT analysis of the use of blockchain in the government sector. Its findings are expected to help governments to develop a blockchain strategy that helps smart government services to adopt blockchain successfully.
{"title":"Characteristics of Blockchain and Smart Services, for Smart Governments: A systematic review of the literature","authors":"Ahmed Alfatih D. Mohamed, Yazan M. Alkhateeb, Puneet Agarwal, Ahmed R. Abdelwahab, O. Alrababah","doi":"10.12821/ijispm100302","DOIUrl":"https://doi.org/10.12821/ijispm100302","url":null,"abstract":"The interest in blockchain technology has grown rapidly, day by day. This is simply because of the security and decentralization that it provides. Nevertheless, most government services around the world run on inefficient systems loaded with heavy bureaucracy. They lead to non-transparent systems and a loss of public confidence in government services. The present systematic review of the literature on this topic aims to highlight the characteristics of blockchain technology that demonstrate its uniqueness, together with the characteristics of the smart government services that are required for efficient service delivery. It was found that the dominant characteristics of blockchain technology that are expected to provide the highest value for customers are decentralization and the capacity to be shared and public, whereas the most desired characteristics for the efficient service delivery of smart government services are speed, trust and participation. The paper went on to examine how the use of blockchain technology in government services is impacting on their delivery to customers by using examples from all around the world and to conduct a SWOT analysis of the use of blockchain in the government sector. Its findings are expected to help governments to develop a blockchain strategy that helps smart government services to adopt blockchain successfully.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48942965","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As companies try to maintain and strengthen their competitive advantage, they should be aware of the level of their digital maturity. The study aims to present a methodology that helps to determine the position of a small and medium-sized enterprise in the digital maturity life-cycle. This is performed on the basis of maturity and digital maturity models, and company growth theories. A number of studies and models have been prepared to determine digital maturity on the basis of various sectoral criteria, but these are all one-dimensional. The study therefore proposes a multi-dimensional model for determining the digital maturity life-cycle of small and medium-sized enterprises that takes into account companies’ digital maturity, the IT intensity of various sectors and their organizational characteristics. The model defines five maturity levels together with their relevant characteristics, classified into three levels in terms of data-information. It can help small and medium-sized enterprises adopt more accurate decisions regarding areas in need of development.
{"title":"A multi-dimensional model to the digital maturity life-cycle for SMEs","authors":"Á. Sándor, Ákos Gubán","doi":"10.12821/ijispm100303","DOIUrl":"https://doi.org/10.12821/ijispm100303","url":null,"abstract":"As companies try to maintain and strengthen their competitive advantage, they should be aware of the level of their digital maturity. The study aims to present a methodology that helps to determine the position of a small and medium-sized enterprise in the digital maturity life-cycle. This is performed on the basis of maturity and digital maturity models, and company growth theories. A number of studies and models have been prepared to determine digital maturity on the basis of various sectoral criteria, but these are all one-dimensional. The study therefore proposes a multi-dimensional model for determining the digital maturity life-cycle of small and medium-sized enterprises that takes into account companies’ digital maturity, the IT intensity of various sectors and their organizational characteristics. The model defines five maturity levels together with their relevant characteristics, classified into three levels in terms of data-information. It can help small and medium-sized enterprises adopt more accurate decisions regarding areas in need of development.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48936786","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This conceptual paper revisits and updates the concept of top management support (TMS), which has been the long-established rationale for explaining the role of top managers in digitalization activities. In our view, the concept of TMS is grounded in technological determinism, accounts for attitudinal and behavioral aspects that appear to be little more than exhortation and accepts the occasional responsibility of top managers in technology management. We consider both the crucial role that top managers may play in the digitalization process and the fact that digital technologies have become pervasive in today’s organizations. Then, we develop a model by which top managers and digital technologies are cooperatively involved for digitalization. For that, we have looked through the theoretical lens of imbrication and attention perspectives to reconstruct the role of top managers in the digital transformation process. In our view, each imbrication layer can be viewed as a process where top managers form beliefs to act on digital opportunities for strategic action. Specifically, our model provides insights into how executives’ characteristics and social processes impact the likelihood of forming either beliefs about radical or incremental opportunities requiring strategic action. Additionally, we offer several hypotheses that enrich our knowledge of the relationship between top managers and the digitalization process.
{"title":"Executives' role in digital transformation","authors":"José Fernando López-Muñoz, A. Escribá-Esteve","doi":"10.12821/ijispm100304","DOIUrl":"https://doi.org/10.12821/ijispm100304","url":null,"abstract":"This conceptual paper revisits and updates the concept of top management support (TMS), which has been the long-established rationale for explaining the role of top managers in digitalization activities. In our view, the concept of TMS is grounded in technological determinism, accounts for attitudinal and behavioral aspects that appear to be little more than exhortation and accepts the occasional responsibility of top managers in technology management. We consider both the crucial role that top managers may play in the digitalization process and the fact that digital technologies have become pervasive in today’s organizations. Then, we develop a model by which top managers and digital technologies are cooperatively involved for digitalization. For that, we have looked through the theoretical lens of imbrication and attention perspectives to reconstruct the role of top managers in the digital transformation process. In our view, each imbrication layer can be viewed as a process where top managers form beliefs to act on digital opportunities for strategic action. Specifically, our model provides insights into how executives’ characteristics and social processes impact the likelihood of forming either beliefs about radical or incremental opportunities requiring strategic action. Additionally, we offer several hypotheses that enrich our knowledge of the relationship between top managers and the digitalization process.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49183941","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The transition towards services has been imperative for manufacturing firms for years. The change from a product-oriented to a more service-dominant business model affects the organizational structure of firms. However, literature provides limited insights into how manufacturing firms organize themselves in this transition. Even though digital technologies are critical for the transition, it is unclear how to orchestrate digital and traditional Information Technology (IT) resources in manufacturing firms accordingly. We analyze the case of a typical manufacturing firm that has adjusted its structure to reorganize for solution offerings based on product, service, and digital components. Our results describe a hybrid organizational structure that splits front- and back-end units. The back-end units are split along solution components. Digital IT resources are internalized and governed decentrally, with traditional IT resources being outsourced and steered centrally. Our findings contribute to digital servitization research by clarifying the overarching as well as the digital and traditional IT-related organization for manufacturing firms.
{"title":"From selling machinery to hybrid offerings – organizational impact of digital servitization on manufacturing firms","authors":"C. Brosig, S. Strahringer, M. Westner","doi":"10.12821/ijispm100301","DOIUrl":"https://doi.org/10.12821/ijispm100301","url":null,"abstract":"The transition towards services has been imperative for manufacturing firms for years. The change from a product-oriented to a more service-dominant business model affects the organizational structure of firms. However, literature provides limited insights into how manufacturing firms organize themselves in this transition. Even though digital technologies are critical for the transition, it is unclear how to orchestrate digital and traditional Information Technology (IT) resources in manufacturing firms accordingly. We analyze the case of a typical manufacturing firm that has adjusted its structure to reorganize for solution offerings based on product, service, and digital components. Our results describe a hybrid organizational structure that splits front- and back-end units. The back-end units are split along solution components. Digital IT resources are internalized and governed decentrally, with traditional IT resources being outsourced and steered centrally. Our findings contribute to digital servitization research by clarifying the overarching as well as the digital and traditional IT-related organization for manufacturing firms.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46862331","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Today’s dynamic business environment must continuously adapt its software development methods to changing technologies and new requirements on the part of customers. Therefore, Agile methods are being used more and more used because they emphasize both flexibility and the ability to change. However, at the same time, the business-driven need for predictability and control remains. The purpose of this case study is to explore and theorize on paradoxical tensions and ambidexterity during an Agile software development project at a government agency. The study empirically examines how tensions and the ambidextrous responses to these tensions are related to Agile values. Data was collected by conducting interviews and studying internal project documents. Four categories of tensions (learning, organizing, performing, and belonging) were used for analytical purposes. The findings suggest that most of the tensions perceived were in the categories of learning and performing. There are, furthermore, several connectionsbetween the ambidextrous responses to these tensions and Agile principles. A deeper understanding of Agile values and principles is required in order to make projects successful. The contribution made by the study, therefore, is of great importance because Agile methods are for leading projects, not only in Agile software development, but also in other industries and sectors.
{"title":"Tensions and ambidexterity: a case study of an agile project at a government agency","authors":"Carin Lindskog","doi":"10.12821/ijispm100201","DOIUrl":"https://doi.org/10.12821/ijispm100201","url":null,"abstract":"Today’s dynamic business environment must continuously adapt its software development methods to changing technologies and new requirements on the part of customers. Therefore, Agile methods are being used more and more used because they emphasize both flexibility and the ability to change. However, at the same time, the business-driven need for predictability and control remains. The purpose of this case study is to explore and theorize on paradoxical tensions and ambidexterity during an Agile software development project at a government agency. The study empirically examines how tensions and the ambidextrous responses to these tensions are related to Agile values. Data was collected by conducting interviews and studying internal project documents. Four categories of tensions (learning, organizing, performing, and belonging) were used for analytical purposes. The findings suggest that most of the tensions perceived were in the categories of learning and performing. There are, furthermore, several connectionsbetween the ambidextrous responses to these tensions and Agile principles. A deeper understanding of Agile values and principles is required in order to make projects successful. The contribution made by the study, therefore, is of great importance because Agile methods are for leading projects, not only in Agile software development, but also in other industries and sectors.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49542020","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Hybrid project management is an approach that combines traditional and agile project management techniques. The goal is to benefit from the strengths of each approach, and, at the same time avoid the weaknesses. However, due to the variety of hybrid methodologies that have been presented in the meantime, it is not easy to understand the differences or similarities of the methodologies, as well as, the advantages or disadvantages of the hybrid approach in general. Additionally, there is only fragmented knowledge about prerequisites and success factors for successfully implementing hybrid project management in organizations. Hence, the aim of this study is to provide a structured overview of the current state of research regarding the topic. To address this aim, we have conducted a systematic literature review focusing on a set of specific research questions. As a result, four different hybrid methodologies are discussed, as well as, the definition, benefits, challenges, suitability and prerequisites of hybrid project management. Our study contributes to knowledge by synthesizing and structuring prior work in this growing area of research, which serves as a basis for purposeful and targeted research in the future.
{"title":"Hybrid project management – a systematic literature review","authors":"Janine Reiff, Dennis Schlegel","doi":"10.12821/ijispm100203","DOIUrl":"https://doi.org/10.12821/ijispm100203","url":null,"abstract":"Hybrid project management is an approach that combines traditional and agile project management techniques. The goal is to benefit from the strengths of each approach, and, at the same time avoid the weaknesses. However, due to the variety of hybrid methodologies that have been presented in the meantime, it is not easy to understand the differences or similarities of the methodologies, as well as, the advantages or disadvantages of the hybrid approach in general. Additionally, there is only fragmented knowledge about prerequisites and success factors for successfully implementing hybrid project management in organizations. Hence, the aim of this study is to provide a structured overview of the current state of research regarding the topic. To address this aim, we have conducted a systematic literature review focusing on a set of specific research questions. As a result, four different hybrid methodologies are discussed, as well as, the definition, benefits, challenges, suitability and prerequisites of hybrid project management. Our study contributes to knowledge by synthesizing and structuring prior work in this growing area of research, which serves as a basis for purposeful and targeted research in the future.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48960181","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
To provide a risk management perspective for managers responsible for in-house project development, we investigated how the risks associated with an in-house information system (IS) project evolve during the software development process. We conducted interviews and content analysis to examine the risks that affect project delivery quality. Three companies participated in this research. The results of this study indicate that risks related to organizational structure persist throughout the software development process. Content analysis indicated that in the conducted interviews, sentences regarding task- and actor-related risks characterized the first two phases of this process, and sentences regarding technology-related risks characterized the last two (third and fourth) phases. The results also suggest that different types of risks exert pressure on in-house project teams to reassess the weaknesses and resource allocation in a project and the possible solutions to any potential problems. This research explains risk dynamics throughout the life cycle of in-house IS development. Moreover, the findings of this study can help project managers identify the risks associated with the project development process that directly affect the project results.
{"title":"Risks associated with the development process of in-house information system projects","authors":"Chia-ping Yu, Wan-Ying Lin","doi":"10.12821/ijispm100204","DOIUrl":"https://doi.org/10.12821/ijispm100204","url":null,"abstract":"To provide a risk management perspective for managers responsible for in-house project development, we investigated how the risks associated with an in-house information system (IS) project evolve during the software development process. We conducted interviews and content analysis to examine the risks that affect project delivery quality. Three companies participated in this research. The results of this study indicate that risks related to organizational structure persist throughout the software development process. Content analysis indicated that in the conducted interviews, sentences regarding task- and actor-related risks characterized the first two phases of this process, and sentences regarding technology-related risks characterized the last two (third and fourth) phases. The results also suggest that different types of risks exert pressure on in-house project teams to reassess the weaknesses and resource allocation in a project and the possible solutions to any potential problems. This research explains risk dynamics throughout the life cycle of in-house IS development. Moreover, the findings of this study can help project managers identify the risks associated with the project development process that directly affect the project results.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43523766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Formalized Project Portfolio Management (PPM) models struggle to provide comprehensive solutions to project selection, resource allocation and adaptability to dynamic technology project environments. In this article, we introduce a vision for a novel Modular Project Portfolio Management (MPPM) approach by drawing on well-established engineering methods for designing modular product architectures. We show how systems theory can be used to enable a transfer of methods from the area of engineering design and manufacturing to the area of PPM and how the concept of product modularity could help address challenges of existing PPM approaches. This lays the groundwork for the possible development of MPPM as a new and innovative methodology for managing complex technology and engineering project landscapes.
{"title":"Can product modularization approaches help address challenges in technical project portfolio management? – Laying the foundations for a methodology transfer","authors":"T. Lammers, M. Guertler, Henning Skirde","doi":"10.12821/ijispm100202","DOIUrl":"https://doi.org/10.12821/ijispm100202","url":null,"abstract":"Formalized Project Portfolio Management (PPM) models struggle to provide comprehensive solutions to project selection, resource allocation and adaptability to dynamic technology project environments. In this article, we introduce a vision for a novel Modular Project Portfolio Management (MPPM) approach by drawing on well-established engineering methods for designing modular product architectures. We show how systems theory can be used to enable a transfer of methods from the area of engineering design and manufacturing to the area of PPM and how the concept of product modularity could help address challenges of existing PPM approaches. This lays the groundwork for the possible development of MPPM as a new and innovative methodology for managing complex technology and engineering project landscapes.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47113820","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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