The Adjustment of Locus of Influence and Organizational Forms Towards Better Project Portfolio’s Performance |
UDC: 005.72:005.74 ; 005.83 DOI: 10.7595/management.fon.2012.0030
Project managers support the idea that successful projects occur when the resources necessary for their work are obtained. Functional managers support the idea that resources should be made available based on the overall needs of the organization. In fact, organizations are much more complex entities as different project groups compete for scarce resources. One successful project may divert essential resources from other projects and thereby prevent the organization from achieving an overall successful performance. Thus, in contrast to the customary emphasis on the needs of individual projects when thinking about matrix forms, effective implementation calls for an ‘optimized’ equilibrium between the satisfaction of goals of the different organizational units. The paper introduces some insights about the implementation of matrix forms in high-tech project portfolios where uncertainty, ambiguity, and complexity are looming. Keywords: project portfolio, matrix forms, locus of influence, flow of resources, purchase policy, setting priorities, low-tech environment, system dynamics model.
Zohar Laslo SCE –Shamoon College of Engineering
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