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Risk management in project portfolios - Revision history
2026-07-18T05:34:12Z
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Tkokotas at 12:41, 20 December 2018
2018-12-20T12:41:31Z
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<tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;"></ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. [[Project portfolio management]] is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives.<ref name="PPM"> Blichfeldt & Eskerod, 2008; Project Management Institute, 2008b </ref></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. [[Project portfolio management]] is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives.<ref name="PPM"> Blichfeldt & Eskerod, 2008; Project Management Institute, 2008b </ref></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It has been widely accepted that [[Risk management]] is an important part of [[Project Management]]. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities <ref name=”Petit12”>Petit. ”Project portfolios in dynamic environments: Organizing for uncertainty.” International Journal of Project Management, 539-553 (2012)</ref>. However, project risk management is only effective to a limited extent because it lacks a portfolio wide view. <ref name="Contingency">Teller, Kock & Gemünden. "Risk Management in Project Portfolios Is More Than Managing Project Risks: A Contingency Perspective on Risk Management". Project Management Journal, 67-80 (2014)</ref></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It has been widely accepted that [[Risk management]] is an important part of [[Project Management]]. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities <ref name=”Petit12”>Petit. ”Project portfolios in dynamic environments: Organizing for uncertainty.” International Journal of Project Management, 539-553 (2012)</ref>. However, project risk management is only effective to a limited extent because it lacks a portfolio wide view. <ref name="Contingency">Teller, Kock & Gemünden. "Risk Management in Project Portfolios Is More Than Managing Project Risks: A Contingency Perspective on Risk Management". Project Management Journal, 67-80 (2014)</ref></div></td></tr>
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Tkokotas
http://13.50.150.85/index.php?title=Risk_management_in_project_portfolios&diff=60044&oldid=prev
Tkokotas at 17:30, 23 October 2018
2018-10-23T17:30:34Z
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Tkokotas
http://13.50.150.85/index.php?title=Risk_management_in_project_portfolios&diff=6911&oldid=prev
S132463 at 22:23, 1 December 2014
2014-12-01T22:23:39Z
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 22:23, 1 December 2014</td>
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<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;">[[Category:Portfolio Management]][[Category:Uncertainty]][[Category:Risk]][[Category:PPM]]</del></div></td><td colspan="2" class="diff-side-added"></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;"></del></div></td><td colspan="2" class="diff-side-added"></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. [[Project portfolio management]] is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives.<ref name="PPM"> Blichfeldt & Eskerod, 2008; Project Management Institute, 2008b </ref></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. [[Project portfolio management]] is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives.<ref name="PPM"> Blichfeldt & Eskerod, 2008; Project Management Institute, 2008b </ref></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It has been widely accepted that [[Risk management]] is an important part of [[Project Management]]. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities <ref name=”Petit12”>Petit. ”Project portfolios in dynamic environments: Organizing for uncertainty.” International Journal of Project Management, 539-553 (2012)</ref>. However, project risk management is only effective to a limited extent because it lacks a portfolio wide view. <ref name="Contingency">Teller, Kock & Gemünden. "Risk Management in Project Portfolios Is More Than Managing Project Risks: A Contingency Perspective on Risk Management". Project Management Journal, 67-80 (2014)</ref></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It has been widely accepted that [[Risk management]] is an important part of [[Project Management]]. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities <ref name=”Petit12”>Petit. ”Project portfolios in dynamic environments: Organizing for uncertainty.” International Journal of Project Management, 539-553 (2012)</ref>. However, project risk management is only effective to a limited extent because it lacks a portfolio wide view. <ref name="Contingency">Teller, Kock & Gemünden. "Risk Management in Project Portfolios Is More Than Managing Project Risks: A Contingency Perspective on Risk Management". Project Management Journal, 67-80 (2014)</ref></div></td></tr>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><references /></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><references /></div></td></tr>
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S132463
http://13.50.150.85/index.php?title=Risk_management_in_project_portfolios&diff=6908&oldid=prev
S132463 at 22:23, 1 December 2014
2014-12-01T22:23:19Z
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 22:23, 1 December 2014</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>[[Category:Portfolio Management]][[Category:Uncertainty]][[Category:Risk]][[Category:PPM]]</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>[[Category:Portfolio Management]][[Category:Uncertainty]][[Category:Risk]][[Category:PPM]]</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. Project portfolio management <del style="font-weight: bold; text-decoration: none;">(PPM) </del>is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives.<ref name="PPM"> Blichfeldt & Eskerod, 2008; Project Management Institute, 2008b </ref></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. <ins style="font-weight: bold; text-decoration: none;">[[</ins>Project portfolio management<ins style="font-weight: bold; text-decoration: none;">]] </ins>is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives.<ref name="PPM"> Blichfeldt & Eskerod, 2008; Project Management Institute, 2008b </ref></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It has been widely accepted that [[Risk management]] is an important part of [[Project Management]]. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities <ref name=”Petit12”>Petit. ”Project portfolios in dynamic environments: Organizing for uncertainty.” International Journal of Project Management, 539-553 (2012)</ref>. However, project risk management is only effective to a limited extent because it lacks a portfolio wide view. <ref name="Contingency">Teller, Kock & Gemünden. "Risk Management in Project Portfolios Is More Than Managing Project Risks: A Contingency Perspective on Risk Management". Project Management Journal, 67-80 (2014)</ref></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It has been widely accepted that [[Risk management]] is an important part of [[Project Management]]. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities <ref name=”Petit12”>Petit. ”Project portfolios in dynamic environments: Organizing for uncertainty.” International Journal of Project Management, 539-553 (2012)</ref>. However, project risk management is only effective to a limited extent because it lacks a portfolio wide view. <ref name="Contingency">Teller, Kock & Gemünden. "Risk Management in Project Portfolios Is More Than Managing Project Risks: A Contingency Perspective on Risk Management". Project Management Journal, 67-80 (2014)</ref></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The information available regarding risk management at portfolio level is fairly scarce. Methods like [[Monte Carlo Simulation of Risk]] can be used to create [http://en.wikipedia.org/wiki/Efficient_frontier efficient frontier] charts in order to best as possible choose risk/return balance within the portfolio. Numerical methods are however often associated only with risks (known unkowns) and not uncertanties (unknown unknowns). </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The information available regarding risk management at portfolio level is fairly scarce. Methods like [[Monte Carlo Simulation of Risk]] can be used to create [http://en.wikipedia.org/wiki/Efficient_frontier efficient frontier] charts in order to best as possible choose risk/return balance within the portfolio. Numerical methods are however often associated only with risks (known unkowns) and not uncertanties (unknown unknowns). </div></td></tr>
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S132463
http://13.50.150.85/index.php?title=Risk_management_in_project_portfolios&diff=6896&oldid=prev
S132463 at 22:20, 1 December 2014
2014-12-01T22:20:41Z
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. Project portfolio management (PPM) is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives.<ref name="PPM"> Blichfeldt & Eskerod, 2008; Project Management Institute, 2008b </ref></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This article is an overview and summary of relevant body of knowledge concerning risk management in project portfolios. Project portfolio management (PPM) is the set of managerial activities that are required to manage a collection of projects and programs needed to achieve stratetic business objectives.<ref name="PPM"> Blichfeldt & Eskerod, 2008; Project Management Institute, 2008b </ref></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It has been widely accepted that [[Risk management]] is an important part of [[Project Management]]. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities <ref name=”Petit12”>Petit. ”Project portfolios in dynamic environments: Organizing for uncertainty.” International Journal of Project Management, 539-553 (2012)</ref>. However, project risk management is only effective to a limited extent because it lacks a portfolio wide view. <ref name="Contingency">Teller, Kock & Gemünden. "Risk Management in Project Portfolios Is More Than Managing Project Risks: A Contingency Perspective on Risk Management". Project Management Journal, 67-80 (2014)</ref></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>It has been widely accepted that [[Risk management]] is an important part of [[Project Management]]. Project risk management enables an organisation to limit the negative impact of uncertain events and/or to reduce the probability of these negative events materialising, while simultaneously aiming to capture opportunities <ref name=”Petit12”>Petit. ”Project portfolios in dynamic environments: Organizing for uncertainty.” International Journal of Project Management, 539-553 (2012)</ref>. However, project risk management is only effective to a limited extent because it lacks a portfolio wide view. <ref name="Contingency">Teller, Kock & Gemünden. "Risk Management in Project Portfolios Is More Than Managing Project Risks: A Contingency Perspective on Risk Management". Project Management Journal, 67-80 (2014)</ref></div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>The information available regarding risk management at portfolio level is fairly scarce. Methods like [<del style="font-weight: bold; text-decoration: none;">http://en.wikipedia.org/wiki/Monte_Carlo_method </del>Monte Carlo <del style="font-weight: bold; text-decoration: none;">Simulations</del>] can be used to create [http://en.wikipedia.org/wiki/Efficient_frontier efficient frontier] charts in order to best as possible choose risk/return balance within the portfolio. Numerical methods are however often associated only with risks (known unkowns) and not uncertanties (unknown unknowns). </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>The information available regarding risk management at portfolio level is fairly scarce. Methods like [<ins style="font-weight: bold; text-decoration: none;">[</ins>Monte Carlo <ins style="font-weight: bold; text-decoration: none;">Simulation of Risk]</ins>] can be used to create [http://en.wikipedia.org/wiki/Efficient_frontier efficient frontier] charts in order to best as possible choose risk/return balance within the portfolio. Numerical methods are however often associated only with risks (known unkowns) and not uncertanties (unknown unknowns). </div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Project Portfolio Uncertainty Dimensions ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Project Portfolio Uncertainty Dimensions ==</div></td></tr>
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S132463: /* Project Portfolio Uncertainty Dimensions */
2014-12-01T22:19:27Z
<p><span class="autocomment">Project Portfolio Uncertainty Dimensions</span></p>
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<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>|Nobeoka and Cusumano <del style="font-weight: bold; text-decoration: none;">(1995, 1997)</del><ref name="NobeokaAndCusumano95">Nobeoka & Cusumano. "Multiproject strategy, design transfer, and project perfirmance; a survey of automobile development projects in the US and Japan." IEEE Trans. Eng. Manag. 42(4), 397-409 (1995)</ref><ref name="NobeokaAndCusumano97">Nobeoka & Cusumano. "Multiproject strategy and sales growth: the benefits of rapid design transfer in new product development" Strateg. Manag. J. 18(3), 169-186 (1997)</ref></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>|Nobeoka and Cusumano<ref name="NobeokaAndCusumano95">Nobeoka & Cusumano. "Multiproject strategy, design transfer, and project perfirmance; a survey of automobile development projects in the US and Japan." IEEE Trans. Eng. Manag. 42(4), 397-409 (1995)</ref><ref name="NobeokaAndCusumano97">Nobeoka & Cusumano. "Multiproject strategy and sales growth: the benefits of rapid design transfer in new product development" Strateg. Manag. J. 18(3), 169-186 (1997)</ref></div></td></tr>
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http://13.50.150.85/index.php?title=Risk_management_in_project_portfolios&diff=6887&oldid=prev
S132463: /* Project Portfolio Uncertainty Dimensions */
2014-12-01T22:18:53Z
<p><span class="autocomment">Project Portfolio Uncertainty Dimensions</span></p>
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<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>|Zika-Viktorsson et el. (2006)</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>|Zika-Viktorsson et el.<ins style="font-weight: bold; text-decoration: none;"><ref name="ZikaSundstromAndEngwall">Zika-Viktorsson, Sundström & Engwall. "Project overload: an exploratory strudy of work and mangement in multi-project settins." Int. J. Proj. Manag. 24, 385-394 </ins>(2006)<ins style="font-weight: bold; text-decoration: none;"></ref></ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Project personnel perceive project overload, due to lack of opportunities for recuperation, udadequate routines, scarce time resources and a large number of simultaneous projects</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Project personnel perceive project overload, due to lack of opportunities for recuperation, udadequate routines, scarce time resources and a large number of simultaneous projects</div></td></tr>
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S132463
http://13.50.150.85/index.php?title=Risk_management_in_project_portfolios&diff=6879&oldid=prev
S132463: /* Project Portfolio Uncertainty Dimensions */
2014-12-01T22:16:43Z
<p><span class="autocomment">Project Portfolio Uncertainty Dimensions</span></p>
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<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>|Voss and Kock (2013)</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>|Voss and Kock<ins style="font-weight: bold; text-decoration: none;"><ref name="VossAndKock">Voss & Kock. "Impact of relationshop value on project portfolio success - investigating the moderating effects of portfolio characteristics and external turulence." Int. J. Proj. Manag. 31(6), 847-861 </ins>(2013)<ins style="font-weight: bold; text-decoration: none;"></ref></ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Portfolio complexity strenghtens the relationship between relationship value for customer and portfolio success</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Portfolio complexity strenghtens the relationship between relationship value for customer and portfolio success</div></td></tr>
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S132463
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S132463: /* Project Portfolio Uncertainty Dimensions */
2014-12-01T22:14:31Z
<p><span class="autocomment">Project Portfolio Uncertainty Dimensions</span></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Uncertainty in project scope, problems with project performance, and needs for customization have effects on other projects</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Uncertainty in project scope, problems with project performance, and needs for customization have effects on other projects</div></td></tr>
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<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>|Teller et al. (2012)</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>|Teller et al.<ins style="font-weight: bold; text-decoration: none;"><ref name="TellerEtAl">Teller, Unger, Kock & Gemünden. "Formalization of project portfolio management: the moderating role of project portfolio complexity." Int. J. Proj. Manag. 30(5), 596-607 </ins>(2012)<ins style="font-weight: bold; text-decoration: none;"></ref></ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Project portfolio complexity strengthens the relationship between project portfolio management formalization and PPM quality</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Project portfolio complexity strengthens the relationship between project portfolio management formalization and PPM quality</div></td></tr>
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S132463
http://13.50.150.85/index.php?title=Risk_management_in_project_portfolios&diff=6855&oldid=prev
S132463: /* Project Portfolio Uncertainty Dimensions */
2014-12-01T22:11:02Z
<p><span class="autocomment">Project Portfolio Uncertainty Dimensions</span></p>
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td>
<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 22:11, 1 December 2014</td>
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<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>|Christiansen and Varnes<ref name="ChristiansenAndVarnes">Christiansen & Varnes. "From models to practice: decision making at portfolio meetings." Int. J. Qual. Reliab. Manage. 25(1), 87-101 (2008)</ref>, Blichfeldt and Eskerod<ref name="BlichfeldtAndEskerod">Blichfeldt & Eskerod. "Project portfolio management - there's more to it than what mangement enacts." Int. J. Proj. Manag. 26(4), 357-365 (2008)</ref>, Loch <del style="font-weight: bold; text-decoration: none;">(2000)</del><ref name="Loch">Loch. "Tailoring product development to strategy: case of a European technology manufacturer." Eur. Manag. J. 18(3), 246-258 (2000)</ref></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>|Christiansen and Varnes<ref name="ChristiansenAndVarnes">Christiansen & Varnes. "From models to practice: decision making at portfolio meetings." Int. J. Qual. Reliab. Manage. 25(1), 87-101 (2008)</ref>, Blichfeldt and Eskerod<ref name="BlichfeldtAndEskerod">Blichfeldt & Eskerod. "Project portfolio management - there's more to it than what mangement enacts." Int. J. Proj. Manag. 26(4), 357-365 (2008)</ref>, Loch<ref name="Loch">Loch. "Tailoring product development to strategy: case of a European technology manufacturer." Eur. Manag. J. 18(3), 246-258 (2000)</ref></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Politics and negotiation affect project portfolio decision making</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Politics and negotiation affect project portfolio decision making</div></td></tr>
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<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>|Petit (2012)</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>|Petit<ins style="font-weight: bold; text-decoration: none;"><ref name="Petit">Petit. "Project portfolios in dynamic environments: organizing for uncertainty." Int. J. Proj. Manag. 30(5), 539-553 </ins>(2012)<ins style="font-weight: bold; text-decoration: none;"></ref></ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Financial and resource uncertainties are unforeseen and affect the projects' ability to deliver results</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Financial and resource uncertainties are unforeseen and affect the projects' ability to deliver results</div></td></tr>
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<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>|Petit and Hobbs (2010)</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>|Petit and Hobbs<ins style="font-weight: bold; text-decoration: none;"><ref name="PetitAndHobbs">Petit & Hobbs. "Project portfolios in dynamic environments: sources of uncertainty and sensing mechanisms." Proj. Manag. J. 41(4), 46-58 </ins>(2010)<ins style="font-weight: bold; text-decoration: none;"></ref> </ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Changes in processes, structures, budgets and strategy influence the portfolio</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>|Changes in processes, structures, budgets and strategy influence the portfolio</div></td></tr>
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