Establishing project portfolio management

an exploratory analysis of the influence of internal stakeholders' interactions

Article Portfolio Management December 2012

Project Management Journal

Beringer, Claus | Jonas, Daniel | Gemünden, Hans Georg

How to cite this article:

Beringer, C., Jonas, D., & Gemünden, H. G. (2012). Establishing project portfolio management: an exploratory analysis of the influence of internal stakeholders' interactions. Project Management Journal, 43(6), 16–32.
Project portfolio management (PPM) is viewed as a management innovation that must be further established and professionalized in many firms. Stakeholder behavior and stakeholder management are key success factors for project portfolios. Furthermore, stakeholder management must not only focus on single stakeholders but also account for stakeholders influencing one another in fairly complex interactions of multiple and potentially interdependent stakeholders. The authors identify the four distinctive dimensions of project portfolio success, which are adopted from the field of new product development (NPD) project portfolios. The authors' quantitative study of internal key stakeholders' engagement in the PPM process is based on a survey using 223 project portfolios from medium to large firms in Austria, Germany, and Switzerland.
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