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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
Research Results Part 2
Research Results Part 3
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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