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1、外文文献：Projectportfoliomanagement–There’smoretoitthanwhatmanagementenactsAbstractAlthoughcompaniesmanageprojectportfoliosconcordantlywithprojectportfoliotheory,theymayexperienceproblemsintheformofdelayedprojects,resourcestruggles,stress,andalackofoverview.Basedonaresearchprojectcompromisedof128in-dept
2、hinterviewsin30companies,weproposethatakeyreasonwhycompaniesdonotdowellinrelationtoprojectportfoliomanagement(PPM)isthatPPMoftenonlycoversasubsetofon-goingprojects,whileprojectsthatarenotsubjecttoPPMtieupresourcesthatinitiallywerededicatedtoPPMprojects.Weaddressanddiscussthedilemmaofwantingtoinclude
3、allprojectsinPPM,andaimingatkeepingtheresourceandcognitiveburdenofdoingPPMatareasonablelevel.Keywords：Managingprogrammes，Managingprojects，Organisationresources，Strategy1.IntroductionAtanygivenpointintime,mostcompaniesengageinmanyprojects.Someoftheseprojectsmayrelatetoproductdevelopmentandmarketing,o
4、thersrelatetochangesinworkprocessesandproductionflows,whileyetothersrelatetocompetencydevelopment,strategicturns,theimplementationofnewITsystems,environmentalissuesetc.Akeymanagerialtaskistodedicateresourcesacrossalloftheseprojects(aswellasdodailywork)andconsequently,managementacrossprojects(project
5、portfoliomanagement(PPM))iscriticaltocompanyperformance.Thispaperisbasedonalarge-scalequalitativestudy,whichshowsthatmanyproject-orientedcompaniesdonotperformwellwhenitcomestoPPM.Thisrelatestotheinabilitytoaccomplishprojectsthatareinitiated.Inparticular,weidentifythefollowingproblems:(1)Projectsaren
6、otcompletedaccordingtoplan(ortheyevenpeteroutduringtheirprojectlifecycle);(2)Managementandemployeesfeeltheylackabroadoverviewofon-goingprojects(especiallywhenthenumberofon-goingprojectsincreasesasmoreandmoreprojectsarenotcompleted-13-accordingtoplan);(3)Peopleexperiencestressasresourcesarecontinuous
7、lyreallocatedacrossprojectsinordertomakeendsmeet.Theseobservationsareespeciallyinterestingbecausethecompanieswereincludedintheresearchprojectbecausetheyweresupposedtobeespecially,experiencedinPPM,andb
