Designing and Integrated Project, Program and Portfolio System - A Case Study of Healthcare
Keywords:
Project management, Program management, Portfolio management, Complexity, Multi-project management, Healthcare Information management, PPM, DSM, DMMAbstract
Healthcare organizations are subject to an increasing complexity in the management of patient information. The modern healthcare system is developed through large-scale projects. The complexity is rapidly increasing but the lack of coordination between projects in relation to performance is critical. The contemporary approach following the traditional project related approach is insufficient and obsolete and the underlying interconnectivity between elements in a multi-project environment can be used to explore new compositions of projects, programs and portfolios. By a systematic approach in managing interdependencies based on exploring the flow of information between projects at three different levels and two major outcomes can be concluded. In our systematic DSM/DMM approach we explore how projects can be organized in programs and in portfolios.
References
Artto, K., Martinsuo, M., Gemünden, H. G., & Murtoaro, J. (2009). Foundations of program management: a bibliometric view. International Journal of Project Management, 27, 1-18.
Danilovic, M., & Sandkull, B. (2005). The use of dependence structure matrix and domain mapping matrix in managing uncertainty in multiple project situations. International Journal of Project Management, 23, 193-203.
Engwall, M. (2003). No project is an island: linking projects to history and context. Res Policy, 32, 789-808.
Eppinger, S., Whitney, D., Smith, R., & Gebala, D. (1994). A model-based method for organizing tasks in product development. Research in Engineering Design, 6, 1-13.
Levine, H. A. (2005). Project Portfolio Management.
Lycett, M., Rassau, A., & Danson, J. (2004). Programme management: a critical review. International Journal of Project Management, 22, 289-299.
Martinsuo, M. (2012). Project portfolio management in practice and in context. International Journal of Project Management.
Meskendahl, S. (2010). The influence of business strategy on project portfolio management and its success — A conceptual framework. International Journal of Project Management 28, 807-817.
Project Management Institute. (2013). A guide to the Project Management Body of Knowledge. Atlanta, USA: Project Management Institute.
Roussel, P. S., Erickson, T. (1991). Third generation R&D: managing the link to corporate strategy. Boston, MA: Harvard Business School Press & Arthur D. Little Inc.
Turner, J. R. (1999). The handbook of project-based managment: improving the process of achievning strategic objectives. London: McGraw-Hill.
Downloads
Published
Issue
Section
License
Copyright (c) 2022 Richard Grönevall, Mike Danilovic
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.