Book contents
- Cambridge Handbook of Project Behavior
- Cambridge Handbook of Project Behavior
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Introduction
- Part I Guiding Principles
- Part II Deviating from Plans
- Chapter 6 Averaging Out Divergent Project Behavior
- Chapter 7 Intra- and Inter-Organizational Governance and the Behavior of Projects
- Chapter 8 Strategic Alignment, Uncertainties, and Realignment of Project Portfolios
- Chapter 9 Stakeholder Perceptions and Project Performance
- Chapter 10 Governance Shifts and Short-term Performance
- Chapter 11 Maximum Feasible Project Failure
- Chapter 12 Project Misbehavior in Infrastructure Projects
- Part III Practical Tips
- Index
- References
Chapter 8 - Strategic Alignment, Uncertainties, and Realignment of Project Portfolios
from Part II - Deviating from Plans
Published online by Cambridge University Press: aN Invalid Date NaN
Book contents
- Cambridge Handbook of Project Behavior
- Cambridge Handbook of Project Behavior
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Introduction
- Part I Guiding Principles
- Part II Deviating from Plans
- Chapter 6 Averaging Out Divergent Project Behavior
- Chapter 7 Intra- and Inter-Organizational Governance and the Behavior of Projects
- Chapter 8 Strategic Alignment, Uncertainties, and Realignment of Project Portfolios
- Chapter 9 Stakeholder Perceptions and Project Performance
- Chapter 10 Governance Shifts and Short-term Performance
- Chapter 11 Maximum Feasible Project Failure
- Chapter 12 Project Misbehavior in Infrastructure Projects
- Part III Practical Tips
- Index
- References
Summary
Uncertainty in projects and their context causes various needs for changes to projects and, consequently, to the entire project portfolio. While organizations attempt to build their project portfolios in alignment with strategy, such uncertainties may require constant uncertainty monitoring and repeated strategic realignment, so that the project portfolio would serve the strategic interests of the organization over time. This chapter characterizes the pursuit of strategic alignment in project portfolio management, maps the various sources of uncertainty that may jeopardize this alignment, and reports how organizations manage uncertainties that have accumulated to a full-blown chaos, through actions of realignment. We use examples and findings from five firms’ project portfolio management, to illustrate uncertainty sources and strategic realignment. The findings show that project behavior is both a source of uncertainty and a potential mechanism for activating and promoting strategic realignment.
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- Chapter
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- Cambridge Handbook of Project Behavior , pp. 130 - 143Publisher: Cambridge University PressPrint publication year: 2025
References
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