000			01533naa a2200241uu 4500
001			2041214141141
003			OSt
005			20190211180536.0
008			120412s2010 xx ||||gr |0|| 0 eng d
100	1		_aPETIT, Yvan _946736
245	1	0	_aProject portfolios in dynamic environments : _bSources of uncertainty and sensing mechanisms
260			_aDrexel Hill : _bProject Management Institute, _csept. 2010
520	3		_aThis article addresses the research question: How is uncertainty affecting project portfolios managed in dynamic environments? The management of four portfolios was studied in two large multidivisional corporations. The portfolios were characterized by a high degree of uncertainty and many interdependencies between the projects. The results of this research indicate that the sources of change go beyond the two groups identified in The PMI Standard for Portfolio Management (Project Management Institute, 2006), that is, (a) Portfolio Performance and (b) Business Strategy Changes. The sensing mechanisms put in place by both companies primarily addressed uncertainty related to project scope
650		4	_aGestão de Projetos _913021
650		4	_aRisco _913090
650		4	_aComportamento Organizacional _912914
650		4	_aModelo de Gestão _912032
700	1		_aHOBBS, Brian _94843
773	0	8	_tProject Management Journal _g41, 4, p. 47-58 _dDrexel Hill : Project Management Institute, sept. 2010 _xISSN 87569728 _w
942			_cS
998			_a20120412 _b1414^b _cGeisneer
998			_a20120827 _b1512^b _cKeicielle
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c42080 _d42080
041			_aeng