Research on the Project Portfolio Technology Based on Functional Objective
Jingchun Feng, Xin Zhang, Zhanjun Liu, Haiyang Li
DOI: 10.4236/ib.2011.32019   PDF   HTML     5,128 Downloads   8,192 Views   Citations


The portfolio technology is used to solve project portfolio problems from strategic-level and tactical-level, namely, project portfolios based on goals and similarities, respectively. On the basis of analyzing and proposing the type of portfolio of project, we analyzed the relation between the project functional goals and the project, introduced the project portfolio technology of functional goals. On this basis, we studied the principle and process of the project portfolio technology which is based on project functional goals and the formation of program were studied accordingly.

Share and Cite:

J. Feng, X. Zhang, Z. Liu and H. Li, "Research on the Project Portfolio Technology Based on Functional Objective," iBusiness, Vol. 3 No. 2, 2011, pp. 130-135. doi: 10.4236/ib.2011.32019.

Conflicts of Interest

The authors declare no conflicts of interest.


[1] E. J. Elton and M. J. Gruber, “Modern Portfolio Theory, 1950 to Date,” Journal of banking & Finance, Vol. 21, No. 11-12, 1997, pp. 1743-1759.
[2] T. A. Stewart, “The Corporate Jungle Spawns a New Species,” The project manager, Fortune, 10 July 1995, pp. 179-180.
[3] X. H. Zhou, etc. “Project Management — Management View,” Electronic Industry Publishing house, Beijing, 2006.
[4] C. Hu, “Research on Integration during Construction Project Life Cycle,” Harbin Institute of Technology, Harbin, 2001.
[5] R. H. Li, “Integrated Theory and Innovation Research on Project,” Tianjin University, Tianjin, 2002.
[6] J. C. Huang and S. Newell, “Knowledge Integration Process and Dynamics within the Context of Cross- Function Projects,” International Journal of project Management, Vol. 21, No. 3, 2003, pp. 167-176. doi:10.1016/S0263-7863(02)00091-1
[7] W. Mcelroy, “Implementing Strategic Change through Projects,” International Journal of project Management, Vol. 14, No. 6, 1996, pp. 325-329. doi:10.1016/0263-7863(95)00060-7
[8] Y. Wang and G. Du, “Programme Management,” The strategy-oriented project management China-USA business review, Vol. 3, No. 8, 2004, pp. 27-31.
[9] Tereace, Cooke-Davies and Arzymanow, “The Maturity of Project Management in Different Industries: An Investigation into Variations between Project Management Models,” International Journal of project Management, Vol. 21, No. 6, 2003, pp. 471-478. doi:10.1016/S0263-7863(02)00084-4
[10] S. Rozenes, G. Vitner and S. Spraggett, “MPCS: multidimensional project control system,” International Journal of project Management, Vol. 22, No. 2, 2004, pp. 109-118. doi:10.1016/S0263-7863(03)00002-4
[11] N. Hardie, “The Prediction and Control of Project Duration: A Recursive Model,” International Journal of project Management, Vol. 19, No. 7, 2001, pp. 401-409. doi:10.1016/S0263-7863(00)00027-2
[12] T. X. Cheng, H. J. Dong and L. Y. Zhang, “Project Management Development Review,” Business Administration, 2004, 2.
[13] Y. L. Huang and C. Hu, “Summary New Development about the Theory and Practice of Project Management,” Jiangsu Building, 2003 Supplement.
[14] S. J. Bai, “Modern Project Management,” Mechanical Industry Publishing house, Beijing, 2003.
[15] W. L. Wei, “Project Management and Project Portfolio Management,” Project Management Technology, Location, 2004.
[16] L. J. Zhang and Y. H. Zhao, “Portfolio Management Applies in Project Management,” Project Management Proceedings: Project Management Branch Architectural Society of China Building, 2004.
[17] X. D. Chen, “Theoretical Research of Application of Project Management on large Construction Project,” Tongji University, Shanghai, 2004.
[18] L. Dan, “Multi-Grade and Information Management of Enterprise, Project Management Technology, No. 1, 2004.
[19] S. W. Gong, “Discussion on the Program Project Management,” Project Management Technology, No. 6, 2004.
[20] M. Engwall and A. Jerbrant, “The Resource Allocation Syndrome: The Prime Challenge of Multi-Project Management, International Journal of Project Management, Vol. 21, No. 6, 2003, pp. 403-409. doi:10.1016/S0263-7863(02)00113-8

Copyright © 2023 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.