Towards Understanding Paradoxes in Agile Hybrid Project Portfolio Management

Lars Kristian Hansen; Per Svejvig; Constance Elizabeth Kampf; Charlotte J. Brandt

Towards Understanding Paradoxes in Agile Hybrid Project Portfolio Management

Lars Kristian Hansen, Per Svejvig, Constance Elizabeth Kampf, Charlotte J. Brandt

Research output: Contribution to conference › Paper › Research › peer-review

Abstract

Organizations using hybrid agile and traditional project portfolio management (PPM) methods have become widespread. Hybrid PPM potentially balances the need for adaptability while maintaining predictability. However, it consists of incompatible thinking, and there is insufficient knowledge on understanding and coping with its paradoxes. We deconstruct our data into thinking elements by drawing on data from four large companies. We show how the elements’ incomparable thinking turns into paradoxes among three organizational levels and call for strategies to cope with the identified paradoxes.

Original language	English
Publication date	Jun 2023
Publication status	Published - Jun 2023
Event	The 23rd European Academy of Management 2023: Transforming Business for Good - Trinity Business School, Dublin, Ireland Duration: 14 Jun 2023 → 16 Jun 2023 https://conferences.euram.academy/2023conference/

Conference

Conference	The 23rd European Academy of Management 2023
Location	Trinity Business School
Country/Territory	Ireland
City	Dublin
Period	14/06/2023 → 16/06/2023
Internet address	https://conferences.euram.academy/2023conference/

Keywords

project portfolio management
hybrids
paradoxes
rethinking project management
multilevel approach
Projektportefølje
Multi-projects
Project Management Office
PMO
Tensions

Cite this

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title = "Towards Understanding Paradoxes in Agile Hybrid Project Portfolio Management",

abstract = "Organizations using hybrid agile and traditional project portfolio management (PPM) methods have become widespread. Hybrid PPM potentially balances the need for adaptability while maintaining predictability. However, it consists of incompatible thinking, and there is insufficient knowledge on understanding and coping with its paradoxes. We deconstruct our data into thinking elements by drawing on data from four large companies. We show how the elements{\textquoteright} incomparable thinking turns into paradoxes among three organizational levels and call for strategies to cope with the identified paradoxes.",

keywords = "project portfolio management, hybrids, paradoxes, rethinking project management, multilevel approach, Projektportef{\o}lje, Multi-projects, Project Management Office, PMO, Tensions",

author = "Hansen, {Lars Kristian} and Per Svejvig and Kampf, {Constance Elizabeth} and Brandt, {Charlotte J.}",

year = "2023",

month = jun,

language = "English",

note = "The 23rd European Academy of Management 2023 : Transforming Business for Good, EURAM 2023 ; Conference date: 14-06-2023 Through 16-06-2023",

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TY - CONF

T1 - Towards Understanding Paradoxes in Agile Hybrid Project Portfolio Management

AU - Hansen, Lars Kristian

AU - Svejvig, Per

AU - Kampf, Constance Elizabeth

AU - Brandt, Charlotte J.

PY - 2023/6

Y1 - 2023/6

N2 - Organizations using hybrid agile and traditional project portfolio management (PPM) methods have become widespread. Hybrid PPM potentially balances the need for adaptability while maintaining predictability. However, it consists of incompatible thinking, and there is insufficient knowledge on understanding and coping with its paradoxes. We deconstruct our data into thinking elements by drawing on data from four large companies. We show how the elements’ incomparable thinking turns into paradoxes among three organizational levels and call for strategies to cope with the identified paradoxes.

AB - Organizations using hybrid agile and traditional project portfolio management (PPM) methods have become widespread. Hybrid PPM potentially balances the need for adaptability while maintaining predictability. However, it consists of incompatible thinking, and there is insufficient knowledge on understanding and coping with its paradoxes. We deconstruct our data into thinking elements by drawing on data from four large companies. We show how the elements’ incomparable thinking turns into paradoxes among three organizational levels and call for strategies to cope with the identified paradoxes.

KW - project portfolio management

KW - hybrids

KW - paradoxes

KW - rethinking project management

KW - multilevel approach

KW - Projektportefølje

KW - Multi-projects

KW - Project Management Office

KW - PMO

KW - Tensions

M3 - Paper

T2 - The 23rd European Academy of Management 2023

Y2 - 14 June 2023 through 16 June 2023

ER -

Towards Understanding Paradoxes in Agile Hybrid Project Portfolio Management

Abstract

Conference

Keywords

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Cite this