Value-Orientated Decision-Making in Agile Project Portfolios

TY - CHAP

T1 - Value-Orientated Decision-Making in Agile Project Portfolios

AU - Ang, Karyne

AU - Hansen, Lars Kristian

AU - Svejvig, Per

N1 - Conference code: 8

PY - 2022/1

Y1 - 2022/1

N2 - A key characteristic of agile projects is autonomy coupled with selforganization. However, agile practices and decisions do not operate in isolation for projects in a portfolio. Decisions involve different stakeholders at various levels in an organization with different constructs, interpretations, and expectations of value. This chapter explores the role ofvalue in decision-making for agile project portfolios. In consideration of projects as arena for self-organizing, we investigate how agile portfolios function, particularly in decision-making involving multiple stakeholders to maximize value for the portfolio. We present an in-depth single case study of an organization that adopted agile practices in Project Portfolio Management (PPM). The research case is distinct as portfolio decisions and initiatives in the case are driven by considerations of value. The theoretical framework applied in this study draws upon a value spectrum framework that is reinforced by sensemaking principles to explain the agile sequences and decision-making to maximize value in the portfolio. This study traces how an agile portfolio of projects underpinned by value is managed through short iterative cycles. The sequences of the agile cycles and decision-making events could contribute to supporting organizations in con

AB - A key characteristic of agile projects is autonomy coupled with selforganization. However, agile practices and decisions do not operate in isolation for projects in a portfolio. Decisions involve different stakeholders at various levels in an organization with different constructs, interpretations, and expectations of value. This chapter explores the role ofvalue in decision-making for agile project portfolios. In consideration of projects as arena for self-organizing, we investigate how agile portfolios function, particularly in decision-making involving multiple stakeholders to maximize value for the portfolio. We present an in-depth single case study of an organization that adopted agile practices in Project Portfolio Management (PPM). The research case is distinct as portfolio decisions and initiatives in the case are driven by considerations of value. The theoretical framework applied in this study draws upon a value spectrum framework that is reinforced by sensemaking principles to explain the agile sequences and decision-making to maximize value in the portfolio. This study traces how an agile portfolio of projects underpinned by value is managed through short iterative cycles. The sequences of the agile cycles and decision-making events could contribute to supporting organizations in con

KW - Project portfolio

KW - Decision-Making

KW - value

KW - Agile at scale

KW - Agile

KW - project portfolio management

KW - Sensemaking

U2 - 10.1007/978-3-030-86248-0_4

DO - 10.1007/978-3-030-86248-0_4

M3 - Book chapter

SN - 978-3-030-86247-3

SP - 49

EP - 64

BT - Research on Project, Programme and Portfolio Management

A2 - Ding, Ronggui

A2 - Wagner, Reinhard

A2 - Bodea, Constanta-Nicoleta

PB - Springer

CY - Cham

T2 - IPMA Research Conference

Y2 - 9 September 2020 through 11 September 2020

ER -