1、- 1 - 中文中文 2800 字，字，1650 英文单词，英文单词，9000 英文字符英文字符 文献出处：文献出处：Blichfeldt B S , Eskerod P . Project portfolio management Theres more to it than what management enactsJ. International Journal of Project Management, 2008, 26(4):357-365. 外文文献：外文文献： Project portfolio management Theres more to it than what m
2、anagement enacts Abstract Although companies manage project portfolios concordantly with project portfolio theory, they may experience problems in the form of delayed projects, resource struggles, stress, and a lack of overview. Based on a research project compromised of 128 in-depth interviews in 3
3、0 companies, we propose that a key reason why companies do not do well in relation to project portfolio management (PPM) is that PPM often only covers a subset of on-going projects, while projects that are not subject to PPM tie up resources that initially were dedicated to PPM projects. We address
4、and discuss the dilemma of wanting to include all projects in PPM, and aiming at keeping the resource and cognitive burden of doing PPM at a reasonable level. Keywords： Managing programmes， Managing projects，Organisation resources， Strategy 1. Introduction At any given point in time, most companies
5、engage in many projects. Some of these projects may relate to product development and marketing, others relate to changes in work processes and production flows, while yet others relate to competency development, strategic turns, the implementation of new IT systems, environmental issues etc. A key
6、managerial task is to dedicate resources across all of these projects (as well as do daily work) and consequently,management across projects (project portfolio management (PPM) is critical to company performance.This paper is based on a large-scale qualitative study,which shows that many project-oriented companies do not perform well when it comes to PPM. This relates to the inability to accomplish projects that are initiated. In particular, we identify the following problems: (1) P
