Date

6-2017

Department

Graduate School of Business

Degree

Doctor of Business Administration (DBA)

Chair

David Duby

Keywords

Competing Values Framework, Organizational Culture, Portfolio Management, Project Management

Disciplines

Business | Business Administration, Management, and Operations | Human Resources Management | Management Sciences and Quantitative Methods | Other Business | Performance Management | Portfolio and Security Analysis

Abstract

Project portfolio management (PPM) is a growing business practice and field of academic study, and is recognized for positively impacting return on investment (ROI), project success, and organizational performance. Despite this growth, there is inconsistent use of PPM, and minimal research examining a connection between PPM and organizational culture. The problem addressed was a lack portfolio management practice established for the allocation of human resources within a group of retail stores located in the Midwest. The purpose of this study was to examine the effect implementing PPM practice into the human resource allocation process has on the organizational culture. Utilizing the competing values framework (CVF), this paper explored the impact PPM had on organizational culture through a conceptual framework connecting PPM and organizational culture through the common themes of strategy alignment and stakeholder engagement. The goal of this study was to inform business practice, as well as add to the PPM literature by examining the impact PPM had on organizational culture. This study provided insight for project managers, project portfolio managers, and organizational leaders as to the directional effects PPM had on organizational culture to consider when implementing and executing PPM within their organizations, and incorporates the biblical principles of stewardship and the intrinsic value of employees and their importance when considering all aspects of the organization in the strategy making process within the holistic framework of PPM.