Value-oriented decision making in agile project portfolios

TY - CONF

T1 - Value-oriented decision making in agile project portfolios

AU - Ang, Karyne

AU - Hansen, Lars Kristian

AU - Svejvig, Per

N1 - Conference code: 8

PY - 2020

Y1 - 2020

N2 - This paper explores the role of value in decision-making for agile project portfolios. It investigates how agile portfolios function, particularly in decision making involving multiple stakeholders to maximise value at the portfolio level. This is important because agile practices do not operate in isolation for projects in a portfolio. Decisions involve different stakeholders at various levels in an organisation with different constructs, interpretations and expectations of value.This paper presents an in-depth single case study of an organisation who has adopted agile practices in Project Portfolio Management (PPM). The case is distinct as portfolio decisions and initiatives 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 maximise value in the portfolio. This study traces how an agile portfolio underpinned by value is managed through short iterative cycles. The sequences outlined in the agile cycles and decision-making events identified could contribute to supporting organisations in considering how value can be embedded in their own project and portfolio management practices.

AB - This paper explores the role of value in decision-making for agile project portfolios. It investigates how agile portfolios function, particularly in decision making involving multiple stakeholders to maximise value at the portfolio level. This is important because agile practices do not operate in isolation for projects in a portfolio. Decisions involve different stakeholders at various levels in an organisation with different constructs, interpretations and expectations of value.This paper presents an in-depth single case study of an organisation who has adopted agile practices in Project Portfolio Management (PPM). The case is distinct as portfolio decisions and initiatives 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 maximise value in the portfolio. This study traces how an agile portfolio underpinned by value is managed through short iterative cycles. The sequences outlined in the agile cycles and decision-making events identified could contribute to supporting organisations in considering how value can be embedded in their own project and portfolio management practices.

KW - project portfolio management

KW - Agile portfolio

KW - value

KW - sense making

KW - Decision Making

KW - Projekt portfølje

M3 - Paper

T2 - IPMA Research Conference

Y2 - 9 September 2020 through 11 September 2020

ER -