3.29 Go to the Web sites for the following organizations:
a. Merck & Company Pharmaceuticals: www.merck. com/about002F
b. Boeing Corporation: http://www.boeing.com/ boeing/companyoffices/aboutus/index.page
c. Rolls-Royce, Plc.: www.rolls-royce.com
d. ExxonMobil, Inc.: www.exxonmobil.com/Corporate/ about.aspx
Based on your review of the companies, posted missions and strategic goals, what types of projects would you expect them to pursue? If you worked for one of these firms and sought to maintain strategic alignment with their project portfolio, what project options would you suggest?
3.30 Access the Web site https://teamblue.unicomsi.com/ products/focal-point/?cm_mc_uid=8153203956171487 3469682&cm_mc_sid_50200000=1487346968. What is
IBM’s philosophy regarding project portfolio management as demonstrated by this software product? What do they mean by stating that their goal is to help clients overcome the influence of the loudest voice in the room and use objective information to support decision-making?
1. Texas Department of Transportation (2013). Project Selection Process. Retrieved http://www.txdot.gov/ government/programs/stips/info/selection.html
2. Foti, R. (2002). “Priority decisions,” PMNetwork, 16(4): 24–29; Crawford, J. K. (2001). “Portfolio management: Overview and best practices,” in J. Knutson (Ed.), Project Management for Business Professionals. New York: Wiley, pp. 33–48; Wheatley, M. (2009). “Making the cut,” PMNetwork, 23(6): 44–48; Texas Department of Transportation. (2013). Project Selection Process, http://ftp.dot.state.tx.us/ pub/txdot-info/fin/utp/2013_psp.pdf.
3. Pascale, S., Carland, J. W., and Carland, J. C. (1997). “A comparative analysis of two concept evaluation methods for new product development projects,” Project Management Journal, 28(4): 47–52; Wheelwright, S. C., and Clark, K. B. (1992, March–April). “Creating project plans to focus
product development,” Harvard Business Review, 70(2): 70–82.
4. Souder, W. E., and Sherman, J. D. (1994). Managing New Technology Development. New York: McGraw-Hill; Souder, W. E. (1983). Project Selection and Economic Appraisal. New York: Van Nostrand Reinhold.
5. Meredith, J. R., and Mantel, Jr., S. J. (2003). Project Management, 5th ed. New York: Wiley.
6. Khorramshahgol, R., Azani, H., and Gousty, Y. (1988). “An integrated approach to project evaluation and selection,” IEEE Transactions on Engineering Management, EM-35(4):
265–70; Raz, T. (1997). “An iterative screening methodology for selecting project alternatives,” Project Management Journal, 28(4): 34–39.
7. Cleland, D. I. (1988). “Project stakeholder management,” in Cleland, D. I., and King, W. R. (Eds.), Project Management Handbook, 2nd ed. New York: Van Nostrand Reinhold, pp. 275–301.
8. Artto, K. A., Martinsuo, M., and Aalto, T. (Eds.) (2001). Project Portfolio Management: Strategic Management Through Projects. Helsinki: Project Management Association; Artto, K. A. (2001). “Management of project-oriented organization— Conceptual analysis,” in Artto, K. A., Martinsuo, M., and Aalto, T. (Eds.), Project Portfolio Management: Strategic Management Through Projects. Helsinki: Project Management Association.
9. Pinto, J. K., and Millet, I. (1999). Successful Information System Implementation: The Human Side, 2nd ed. Newtown Square, PA: Project Management Institute.
10. Saaty, T. L. (1996). The Analytical Hierarchy Process. Pittsburgh, PA: RWS Publications.
11. Millet, I. (1994, February 15). “Who’s on first?” CIO Magazine, pp. 24–27.
12. Mian, S. A., and Dai, C. X. (1999). “Decision-making over the project life cycle: An analytical hierarchy approach,” Project Management Journal, 30(1): 40–52.
13. Foreman, E. H., Saaty, T. L., Selly, M., and Waldron, R. (1996). Expert Choice. McLean, VA: Decision Support Software.
14. Millet, I., and Schoner, B. (2005). “Incorporating negative values into the Analytical Hierarchy Process,” Computers and Operations Research, 12(3): 163–73.
15. Evans, D. A., and Souder, W. E. (1998). “Methods for selecting and evaluating projects,” in Pinto, J. K. (Ed.), The Project Management Institute Project Management Handbook. San Francisco, CA: Jossey-Bass.
16. Reilly, F. K. (1985). Investment Analysis and Portfolio Management, 2nd ed. Chicago, IL: The Dryden Press.
17. Keown, A. J., Scott, Jr., D. F., Martin, J. D., and Petty, J. W. (1996). Basic Financial Management, 7th ed. Upper Saddle River, NJ: Prentice Hall; Evans, D. A., and Souder, W. E. (1998). “Methods for selecting and evaluating projects,” in Pinto, J. K. (Ed.), The Project Management Institute Project Management Handbook. San Francisco, CA: Jossey-Bass.
18. Meredith, J. R., and Mantel, S. J. (2003). Project Management, 5th ed. New York: Wiley.
19. Cooper, R. G. (2007). Doing it Right: Winning with New Products. Product Development Institute. www.iirusa.com/ upload/wysiwyg/2008-M-Div/M2004/White_Papers/ Doing-it-right.pdf.
20. Project Management Institute (2013). A Guide to the Project Management Body of Knowledge, 5th ed. Newtown Square, PA: PMI.
21. Dye, L. D., and Pennypacker, J. S. (Eds.) (1999). Project Portfolio Management: Selecting and Prioritizing Projects for Competitive Advantage. West Chester, PA: Center for Business Practices.22. Elton, J., and Roe, J. (1998, March–April). “Bringing discipline to project management,” Harvard Business Review, 76(2): 153–59.
23. Cooper, R. G. (2007), as cited in note 19.
24. Artto, K. A. (2001). “Management of project-oriented organization—Conceptual analysis,” in Artto, K. A., Martinsuo, M., and Aalto, T. (Eds.), Project Portfolio Management: Strategic Management Through Projects. Helsinki: Project Management Association.
25. Archer, N.P. and Ghasemzadeh, F. (1999). “An integrated framework for project portfolio selection,” International Journal of Project Management, 17, 201–216.
26. Matheson, D., and Matheson, J. E. (1998). The Smart Organization: Creating Value through Strategic R&D. Boston, MA: Harvard Business School Press; Cooper, R. G., Edgett, S. J.,
and Kleinschmidt, E. J. (2001). Portfolio Management for New Products, 2nd ed. Cambridge, MA: Perseus Press.
27. Lehtonen, M. (2001). “Resource allocation and project portfolio management in pharmaceutical R&D,” in Artto, K. A., Marinsuo, M., and Aalto, T. (Eds.). (2001). Project Portfolio Management: Strategic Management Through Projects. Helsinki: Project Management Association, pp. 107–140.
28. Light, M., Rosser, B., and Hayward, S. (2005). Realizing the Benefits of Project and Portfolio Management. Stamford, CT: Gartner. www.atlantic-ec.com/edm/edm132/images/ gartner_PPM_magic_quadrant_2009.pdf
29. Brown, S. L., and Eisenhardt, K. M. (1997). “The art of continuous change: Linking complexity theory and timepaced evolution in relentlessly shifting organizations,” Administrative Science Quarterly, 42(1): 1–34.
30. Cooper, R., and Edgett, S. (1997). “Portfolio management in new product development: Less from the leaders I,” Research Technology Management, 40(5): 16–28; Longman, A., Sandahl, D., and Speir, W. (1999). “Preventing project proliferation,” PMNetwork, 13(7): 39–41; Dobson, M. (1999).
The Juggler’s Guide to Managing Multiple Projects. Newtown Square, PA: Project Management Institute.
31. Blakeslee, T. R. (2008, September 2). “The elephant under the rug: Denial and failed energy projects,” RenewableEnergyWorld.com. www.renewableenergyworld. com/rea/news/article/2008/09/the-elephant-underthe-rug-denial-and-failed-energy-projects-53467; Baime, A. J. (2014, January 14). “Life with a Hydrogen Fuel Cell Honda,” Wall Street Journal. http://online.wsj.com/news/ articles/SB10001424052702304549504579320641877168558.
We can do it today.