| The Adjustment of Locus of Influence and
Organizational Forms Towards Better Project
Portfolio’s Performance | Usklađivanje mesta uticaja i organizacione forme u cilju postizanja boljih rezultata projektnog portfelja |
| Management, [pdf] | Menadžment, [pdf] |
| ID: 7.2012.65.6 Number: 65 Year: 2012 UDC: 005.72:005.74 ; 005.83 [tmx] [bow] |
Zohar Laslo
Institution: SCE –Shamoon College of Engineering | Zohar Laslo
Institucija: SCE - Tehnički fakultet Shamoon |
Abstract
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.
| Apstrakt
Projektni menadžeri smatraju da uspešni projekti nastaju kada se prikupe resursi neophodni za njihovo funkcionisanje. Funkcionalni menadžeri misle da se do resursa dolazi na osnovu ukupnih potreba organizacije. U stvari, organizacije predstavljaju daleko složenije celine pošto se različite grupe takmiče za oskudne resurse. Jedan uspešan projekat može da preusmeri ključne resurse sa ostalih projekata prema sebi i na taj način da spreči da organizacija postigne dobre rezultate u celini. Stoga, za razliku od uobičajenog naglašavanja potreba pojedinačnih projekata kada se ima u vidu matrična forma, efektivna primena zahteva „optimi-zovanu“ ravnotežu između zadovoljenja ciljeva različitih organizacionih jedinica. U ovom radu iznose se neka saznanja o primeni matričnih formi u visoko-tehnološkim projektnim portfeljima u uslovima visokog stepena neizvesnosti, nejasnoća i složenosti.
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| Keywords: project portfolio, matrix forms, locus of influence, flow of resources, purchase policy, setting priorities,
low-tech environment, system dynamics model. | Ključne reči: projektni portfelj, matrične forme, mesto uticaja, tok resursa, politika kupovine, određivanje prioriteta, okruženje tehnološki niskog nivoa, model dinamike sistema. |
| Pages: 51-62 | Strane: 51-62 |