Project Portfolios in Dynamic Environments: Organizing for Uncertainty

La gestion de portefeuille de projets fait reference a un ensemble de processus et de pratiques pour gerer un groupe de projets et de programmes afin d'atteindre des objectifs strategiques d'affaires. Jusqu'a maintenant, l'emphase dans ce domaine a surtout ete mise sur la selection, la priorisation et l'alignement strategique des projets. La litterature actuelle en gestion de projets fait peu de cas des perturbations potentielles qui peuvent affecter les portefeuilles de projets telles : l'ajout de nouveaux projets, les projets interrompus, les projets retardes, la planification imprecise due aux incertitudes et les perturbations dans l'environnement externe. Cela peut paraitre surprenant sachant que la gestion des changements a ete etudiee depuis plusieurs annees dans les domaines de la gestion du changement dans les projets uniques, en theorie des organisations et en etudes strategiques. Cette recherche doctorale propose donc d'etudier la question de recherche suivante : Dans des environnements dynamiques, comment gere-t-on l'incertitude affectant les portefeuilles de projets? Depuis quelques annees, les mecanismes de controle ont ete etudies dans le contexte de la gestion de projets uniques mais paradoxalement la plupart de ces idees n'ont pas ete incluses dans les publications sur la gestion de portefeuilles de projets. Il n'est d'ailleurs pas necessairement evident que les memes techniques soient applicables au niveau du portefeuille ou s'il est suffisant d'instaurer de la flexibilite au niveau des projets pour obtenir de la flexibilite au niveau du portefeuille. Le cadre des capacites dynamiques est utilise comme cadre conceptuel pour etudier la gestion des portefeuilles de projets dans des environnements dynamiques. Selon le concept des capacites dynamiques, les ressources et les capacites doivent continuellement etre reallouees et re-optimisees afin de s'adapter aux changements de l'environnement. Seulement quelques etudes empiriques ont ete effectuees dans ce domaine et elles ne decrivent que tres peu la facon de mettre en place et de maintenir ces capacites dynamiques en pratique. Cette recherche doctorale est basee sur une analyse retrospective de quatre portefeuilles de projets dans deux firmes. Suffisamment de materiel a pu etre recueilli et analyse pour apporter des contributions dans au moins quatre champs : (1) l'ajout de connaissances dans le domaine de la gestion des portefeuilles de projets en explorant comment les portefeuilles sont geres dans des environnements dynamiques une fois qu'ils sont selectionnees et approuves; (2) l'analyse des relations entre les sources d'incertitude dans des environnements dynamiques et les mecanismes mis en place afin de minimiser leur impact et de capitaliser sur les opportunites; (3) une operalisation des concepts du cadre des capacites dynamiques et (4) des suggestions d'amelioration au cadre des capacites dynamiques. ______________________________________________________________________________ MOTS-CLES DE L’AUTEUR : gestion de projets, gestion de portefeuilles de projets, incertitude, risques, capacites dynamiques

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