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Strategic Software Project Governance and Learning through Project Portfolio Management

Strategic Software Project Governance and Learning through Project Portfolio Management
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Author(s): Pouyan Parvahan (Cassini Consulting GmbH, Germany) and Andreas Drechsler (University of Duisburg-Essen, Germany)
Copyright: 2016
Pages: 22
Source title: Project Management: Concepts, Methodologies, Tools, and Applications
Source Author(s)/Editor(s): Information Resources Management Association (USA)
DOI: 10.4018/978-1-5225-0196-1.ch062

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Abstract

The management of multi-project situations is a challenge for many software companies. Often, techniques are missing to prioritize, classify, or categorize software projects. Sometimes, no standardized project feasibility evaluations are performed before their start. As a consequence, organizations may have to allocate more resources than available to their projects. In turn, projects are accepted despite existing resource shortages. In such cases, actual dependencies between projects are not visible and handled properly. When conflicts between projects are not transparent, redundancies cannot be avoided and strategic synergies cannot be generated. Due to the special nature of software projects, these issues become exacerbated within complex software project landscapes. In addition, it is important to enhance the quality of future strategic decisions by learning from consequences of earlier ones. In order to address these challenges, this chapter presents a comprehensive approach for Strategic Software Project Portfolio Management (SSPPM), enhanced by institutionalized organizational learning.

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