Early project termination is one of the most difficult decisions to be made by Research and Development managers. While there is the risk of terminating good projects, there is also the opposite risk of not terminating bad projects and overspend resources in unproductive research. Criteria used for identifying these projects are common subject of research in Business Administration. In addition, companies might take important lessons from its interrupted projects that could improve their overall portfolio technical and commercial success. Finally, the set and weight of criteria, as well as the procedures companies use for achieve learning from cancelled projects may vary depending on the project type. This research intends to contribute to the understanding of policies applied to projects that were once considered attractive, but by some reason is not appreciated anymore. The research addressed the question: How companies deal with projects that become unattractive? More specifically, this research tried to answer the following questions: (1) Are projects killed or (otherwise) they die naturally by lack of resources? (2) What criteria are used to terminate projects during development? (3) How companies learn from the terminated projects to improve the overall portfolio performance? (4) Are the criteria and learning procedures different for different types of projects? In order to answer these questions, we performed a multiple case study with four companies that are reference in business administration and innovation: (1) Oxiteno, considered the base case, (2) Natura, the literal replication, (3) Mahle and (4) AES, the theoretical replications. The case studies were performed using a semi-structured protocol for interviews, which were recorded and analyzed for comparison. We found that the criteria companies use for selecting projects for termination are very similar to those anticipated by the literature, except for a criteria related to compliance. We have evidences to confirm that the set of criteria is not altered when dealing with different project types, however the weight they are applied indeed varies. We also found that learning with cancelled projects is yet very incipient, with very few structured formal procedures being described for capturing learning with early-terminated projects. However, we could observe that these procedures are more common when dealing with projects labeled as innovative, risky, big and costly, while those smaller and cheaper derivative projects aren\'t subject of a complete investigation on the learning they brought to the company. For these, the most common learning route is the informal, where the project team learns and passes the knowledge though interpersonal information exchange. We explain that as a matter of cost versus benefit of spending time to deeply investigate projects with little potential to bring new knowledge to the project team and the organization / Terminação precoce de projetos é uma das decisões mais difíceis a serem tomadas pelos gerentes de pesquisa e desenvolvimento. Enquanto há o risco de terminar bons projetos, há também o risco oposto de não encerrar maus projetos e ter recursos alocados em pesquisa improdutiva. Os critérios utilizados para a identificação destes projetos são objeto comum de investigação em Administração de Empresas. Além disso, as empresas podem tirar lições importantes com seus projetos interrompidos que poderiam melhorar o desempenho técnico e comercial da sua carteira. Finalmente, o conjunto de critérios e respectivos pesos, bem como os procedimentos usados pelas empresas para reter aprendizado a partir da interrupção de projetos, podem variar dependendo do tipo de projeto. Esta pesquisa pretende contribuir para a compreensão das políticas aplicadas a projetos que já foram considerados atraentes, mas por alguma razão não são mais apreciados. A pesquisa abordou a questão: Como as empresas lidam com projetos que se tornam pouco atraentes? Mais especificamente, esta pesquisa procurou responder às seguintes questões: (1) São os projetos encerrados ou (caso contrário) eles morrem naturalmente por falta de recursos? (2) Que critérios são usados para encerrar projetos durante o desenvolvimento? (3) Como as empresas aprendem com os projetos terminados de modo a melhorar o desempenho geral da carteira? (4) Os critérios e procedimentos de aprendizagem são diferentes para diferentes tipos de projetos? A fim de responder a essas perguntas, foi realizado um estudo de caso múltiplo com quatro empresas que são referência em administração de empresas e inovação: (1) Oxiteno, considerado o caso base, (2) Natura, a replicação literal, (3) Mahle e (4) AES, as replicações teóricas. Os estudos de caso foram realizados utilizando um protocolo semiestruturado para as entrevistas, que foram gravadas e analisadas para comparação. Descobrimos que os critérios usados pelas empresas para identificação dos projetos candidatos ao cancelamento são muito semelhantes àqueles antecipados pela literatura, com exceção de um critério relacionado com a existência de indícios de corrupção. A pesquisa gerou evidências que corroboram a ideia de que o conjunto de critérios não é alterado quando se lida com diferentes tipos de projeto, no entanto, varia o peso atribuído a cada um na sua aplicação. Também descobrimos que a aprendizagem com projetos cancelados é ainda muito incipiente. As empresas descreveram muito poucos procedimentos formais estruturados para a captura de aprendizagem com projetos terminados precocemente. No entanto, pode-se observar que estes procedimentos são mais comuns quando se trata de projetos rotulados como inovadores, arriscados, grandes e caros. Os projetos derivados, menores e mais baratos, não são objeto de uma investigação completa sobre o aprendizado que eles trouxeram para a empresa. Para estes, a rota de aprendizagem mais comum é a informal, onde a equipe do projeto aprende e passa o conhecimento à frente por meio de intercâmbio de informações entre as pessoas. Nós explicamos este achado como uma questão de custo versus benefício de pessoal de P&D para investigar profundamente projetos com pouco potencial de trazer conhecimentos valiosos para a organização.

Introduction – Project-based organizations face a series of challenges when trying to implement and manage their project portfolios successfully in line with their strategic goals. Good project portfolio management (PPM) practices play a crucial role in maintaining well performing portfolios, but PPM is still a fairly new academic field. And it was found that the current PPM literature embodies a gap in providing explicit governance criteria to assure consistent portfolio decision-making. Problem – What are the criteria of portfolio governance that contribute to better aligning the project portfolio to organizational strategy? Do project-based organizations in fact not implement a governance framework to guide their decision-making rationale? If there is some sort of a governance framework, do project-based organizations implement it in a consistent manner every time they take portfolio-related decisions? Purpose – The purpose of this study is two-fold. First, we attempt to fill a gap in the current PPM literature by proposing a portfolio governance framework that could enhance project portfolio decision-making. Secondly, it is our goal to find out whether decision makers in project-based organizations consistently cover all issues related to portfolio governance at portfolio meetings. Methodology – The study employs both qualitative & quantitative methods to fulfill the two-fold nature of the study. A Portfolio Governance Framework, comprising 26 statements, was developed on the grounds of existing literature on PPM, strategy & governance. The proposed Framework was then used as a basis to carry out an online survey in which 31 respondents (executive level) from 25 project-based organizations (operating in Sweden) were asked about how consistent they are in discussing relevant portfolio governance issues. Conclusion – The empirical findings of this study indicate that the majority of project-based companies do not employ a governance framework when it comes to portfolio decision-making. In the few cases that they do, it is mostly a set of policies that is not applied on a consistent basis.

A multi project environment entails challenges to project members as well as for the unit who governs the projects. The purpose of this paper is to create a greater knowledge about how project portfolio management can function in practice in different contexts. This paper concerns the public sector which creates additional challenges for the project portfolio management. They must for example always respect how projects will affect the society. Furthermore, the projects in public sector usually have a much stricter budget as well as greater demands. The paper is based on a qualitative study in which eight project managers have been asked how they experience the project portfolio management within the public sector. The answers can be interpreted to that the relationship between the principal and the project manager is crucial to how the project portfolio management is experienced, especially concerning the degree of participation and expectations. Furthermore, there are several aspects which suggests that the mother organization and the project management are clashing. This shows itself for example in resource allocation problems and quick decision making. One way to interpret this is that it depends on two different views on decision making. The public sector entails a bureaucratic system that according to some respondents often slows decisions down, decisions which they maybe view as self-evident. To have a good and effective project management in the public sector seems hard. It is suggested though, that the project portfolio management should be adjusted to the prerequisites that each organization entails. The study also shows the importance of the relationship between agent and principal and how it affects the possibilities to operate projects effectively. / En multiprojektmiljö innebär utmaningar för såväl projektmedlemmar som för den ledning som samordnar och projektstyr. Syftet med denna uppsats är att skapa större förståelse för hur projektstyrning kan gå till i praktiken i olika kontexter. Den offentliga sektorn som studien berör innebär ytterligare utmaningar för hanteringen av en multiprojektmiljö. Uppsatsen baseras på en kvalitativ studie med åtta projektledare där projektledare har frågats hur de upplever projektstyrningen inom offentlig sektor. Resultatet tyder på att den personliga kontakten mellan uppdragsgivare och projektledare kan vara avgörande för hur projektstyrningen upplevs, exempelvis är delaktighet och förväntningar viktigt. Vidare finns det även flera aspekter som tyder på att linjeorganisation och projektverksamheten krockar. Det här tar sig bland annat uttryck vid resursprioritering och snabb beslutsfattning. Föregående kan tolkas bero på olika perspektiv på beslutsfattande. Den offentliga sektorn innebär ett byråkratiskt system som ofta upplevs bromsar beslut som de själva kanske tycker är självklara. Att bedriva en bra och effektiv projektledning i offentlig sektor tycks således vara svårt. Däremot så föreslås det att effektiviseringsarbetet bör anpassas efter de förutsättningar som vardera organisationen har för att skapa ett så effektivt system som det bara går. Studien visar även vikten av hur det personliga förhållandet mellan uppdragsgivare och projektledare påverkar möjligheterna att bedriva projekt effektivt.

Submitted by Caroline Periotto (carol@ufscar.br) on 2016-09-26T18:34:39Z No. of bitstreams: 1 TeseRSP.pdf: 1976223 bytes, checksum: 6922d33bbe99be737758a8ea8e8d2f93 (MD5) / Approved for entry into archive by Marina Freitas (marinapf@ufscar.br) on 2016-09-27T20:12:42Z (GMT) No. of bitstreams: 1 TeseRSP.pdf: 1976223 bytes, checksum: 6922d33bbe99be737758a8ea8e8d2f93 (MD5) / Approved for entry into archive by Marina Freitas (marinapf@ufscar.br) on 2016-09-27T20:12:47Z (GMT) No. of bitstreams: 1 TeseRSP.pdf: 1976223 bytes, checksum: 6922d33bbe99be737758a8ea8e8d2f93 (MD5) / Made available in DSpace on 2016-09-27T20:12:53Z (GMT). No. of bitstreams: 1 TeseRSP.pdf: 1976223 bytes, checksum: 6922d33bbe99be737758a8ea8e8d2f93 (MD5) Previous issue date: 2016-03-22 / Não recebi financiamento / Institutions are still looking for effective and efficient practices of their portfolio project management (PPM). Similarly, public research laboratories (PRL) are also pursuing this practice. However, these have organizational and institutional factors that differentiate them from private companies. In this way, through a literature review and case studies, developed a theoretical framework to identify and represent the organizational and institutional influence factors in practices and processes of PPM inside Brazilian public research institutions. Based on the five cases realized (a University, an institution with ties to state-owned company and three research institutions linked to Brazilian Government ministries) was able to evaluate the five factors: organizational aspects, institutional environment, identification, selection and priorization of opportunities, administration of resources and development of partnerships. It could be listed as findings of this thesis: the low adoption of PPM practices in national research institutions, the influence of public policy in the development of research activities of these institutions, and the need for a better development of managerial practices of administrative activities. Only two institutions studied have structured procedures to select, prioritize, track and monitor their projects portfolios. / Muitas instituições ainda buscam práticas eficazes e eficientes para o gerenciamento de seus portfólios de projetos. Essa busca não é diferente para os laboratórios públicos de pesquisa. Porém estes apresentam características institucionais e organizacionais que os diferenciam das empresas privadas. Neste intuito esta tese, por meio de uma revisão da literatura e estudo de casos, desenvolveu um quadro teórico para identificar os fatores que influenciam na adoção de práticas de gestão de portfólio de projetos nas instituições brasileiras públicas de pesquisa. Com base nos cinco casos realizados (uma universidade, uma instituição com vínculo a empresa estatal e três instituições de pesquisa vinculadas a ministérios do governo brasileiro) foi possível analisar os cinco fatores: Aspectos Organizacionais, Ambiente Institucional, Identificação, Seleção e Priorização de Oportunidades, Administração dos Recursos e Desenvolvimento de Parcerias. Podem ser listados como constatações do trabalho: a pouca adoção de práticas de gestão de portfólio de projetos nas instituições de pesquisa nacionais, a influência de políticas públicas no desenvolvimento das atividades de pesquisas destas instituições e a necessidade de um melhor desenvolvimento de práticas gerenciais administrativas das atividades realizadas. Apenas duas instituições estudadas possuem procedimentos estruturados para selecionar, priorizar, controlar e monitorar seus portfólios de projetos.

Early project termination is one of the most difficult decisions to be made by Research and Development managers. While there is the risk of terminating good projects, there is also the opposite risk of not terminating bad projects and overspend resources in unproductive research. Criteria used for identifying these projects are common subject of research in Business Administration. In addition, companies might take important lessons from its interrupted projects that could improve their overall portfolio technical and commercial success. Finally, the set and weight of criteria, as well as the procedures companies use for achieve learning from cancelled projects may vary depending on the project type. This research intends to contribute to the understanding of policies applied to projects that were once considered attractive, but by some reason is not appreciated anymore. The research addressed the question: How companies deal with projects that become unattractive? More specifically, this research tried to answer the following questions: (1) Are projects killed or (otherwise) they die naturally by lack of resources? (2) What criteria are used to terminate projects during development? (3) How companies learn from the terminated projects to improve the overall portfolio performance? (4) Are the criteria and learning procedures different for different types of projects? In order to answer these questions, we performed a multiple case study with four companies that are reference in business administration and innovation: (1) Oxiteno, considered the base case, (2) Natura, the literal replication, (3) Mahle and (4) AES, the theoretical replications. The case studies were performed using a semi-structured protocol for interviews, which were recorded and analyzed for comparison. We found that the criteria companies use for selecting projects for termination are very similar to those anticipated by the literature, except for a criteria related to compliance. We have evidences to confirm that the set of criteria is not altered when dealing with different project types, however the weight they are applied indeed varies. We also found that learning with cancelled projects is yet very incipient, with very few structured formal procedures being described for capturing learning with early-terminated projects. However, we could observe that these procedures are more common when dealing with projects labeled as innovative, risky, big and costly, while those smaller and cheaper derivative projects aren\'t subject of a complete investigation on the learning they brought to the company. For these, the most common learning route is the informal, where the project team learns and passes the knowledge though interpersonal information exchange. We explain that as a matter of cost versus benefit of spending time to deeply investigate projects with little potential to bring new knowledge to the project team and the organization / Terminação precoce de projetos é uma das decisões mais difíceis a serem tomadas pelos gerentes de pesquisa e desenvolvimento. Enquanto há o risco de terminar bons projetos, há também o risco oposto de não encerrar maus projetos e ter recursos alocados em pesquisa improdutiva. Os critérios utilizados para a identificação destes projetos são objeto comum de investigação em Administração de Empresas. Além disso, as empresas podem tirar lições importantes com seus projetos interrompidos que poderiam melhorar o desempenho técnico e comercial da sua carteira. Finalmente, o conjunto de critérios e respectivos pesos, bem como os procedimentos usados pelas empresas para reter aprendizado a partir da interrupção de projetos, podem variar dependendo do tipo de projeto. Esta pesquisa pretende contribuir para a compreensão das políticas aplicadas a projetos que já foram considerados atraentes, mas por alguma razão não são mais apreciados. A pesquisa abordou a questão: Como as empresas lidam com projetos que se tornam pouco atraentes? Mais especificamente, esta pesquisa procurou responder às seguintes questões: (1) São os projetos encerrados ou (caso contrário) eles morrem naturalmente por falta de recursos? (2) Que critérios são usados para encerrar projetos durante o desenvolvimento? (3) Como as empresas aprendem com os projetos terminados de modo a melhorar o desempenho geral da carteira? (4) Os critérios e procedimentos de aprendizagem são diferentes para diferentes tipos de projetos? A fim de responder a essas perguntas, foi realizado um estudo de caso múltiplo com quatro empresas que são referência em administração de empresas e inovação: (1) Oxiteno, considerado o caso base, (2) Natura, a replicação literal, (3) Mahle e (4) AES, as replicações teóricas. Os estudos de caso foram realizados utilizando um protocolo semiestruturado para as entrevistas, que foram gravadas e analisadas para comparação. Descobrimos que os critérios usados pelas empresas para identificação dos projetos candidatos ao cancelamento são muito semelhantes àqueles antecipados pela literatura, com exceção de um critério relacionado com a existência de indícios de corrupção. A pesquisa gerou evidências que corroboram a ideia de que o conjunto de critérios não é alterado quando se lida com diferentes tipos de projeto, no entanto, varia o peso atribuído a cada um na sua aplicação. Também descobrimos que a aprendizagem com projetos cancelados é ainda muito incipiente. As empresas descreveram muito poucos procedimentos formais estruturados para a captura de aprendizagem com projetos terminados precocemente. No entanto, pode-se observar que estes procedimentos são mais comuns quando se trata de projetos rotulados como inovadores, arriscados, grandes e caros. Os projetos derivados, menores e mais baratos, não são objeto de uma investigação completa sobre o aprendizado que eles trouxeram para a empresa. Para estes, a rota de aprendizagem mais comum é a informal, onde a equipe do projeto aprende e passa o conhecimento à frente por meio de intercâmbio de informações entre as pessoas. Nós explicamos este achado como uma questão de custo versus benefício de pessoal de P&D para investigar profundamente projetos com pouco potencial de trazer conhecimentos valiosos para a organização.

Submitted by Marcia Silva (marcia@latec.uff.br) on 2017-04-04T19:41:31Z No. of bitstreams: 1 Dissert Plinio de Melo Alves.pdf: 5439128 bytes, checksum: ed523a38de8977df17e89facf367e578 (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-05-15T12:34:10Z (GMT) No. of bitstreams: 1 Dissert Plinio de Melo Alves.pdf: 5439128 bytes, checksum: ed523a38de8977df17e89facf367e578 (MD5) / Made available in DSpace on 2017-05-15T12:34:10Z (GMT). No. of bitstreams: 1 Dissert Plinio de Melo Alves.pdf: 5439128 bytes, checksum: ed523a38de8977df17e89facf367e578 (MD5) Previous issue date: 2016 / O Gerenciamento de Portfólio tem sido aplicado há mais de 60 anos em alguns setores focados em investimentos financeiros. A utilização da metodologia expandiu anos depois para otimização do uso de recursos na implementação e Gestão do Produto e de Projetos. Dentro deste conceito, este trabalho de pesquisa tem por objetivo contribuir com a literatura atual e incluir o Gerenciamento de Portfólio de Projetos (GPP) na agenda empresarial, propondo um método de gestão para integração e gerenciamento de um portfólio de projetos de engenharia offshore na indústria de óleo e gás, numa multinacional brasileira contratada por uma multinacional norueguesa (o cliente). A metodologia utilizada é a pesquisa-ação. Adicionalmente, a pesquisa visa caracterizar as particularidades do GPP no contexto offshore como fatores que influenciam a forma de gerenciar o portfólio. Para tanto, foi necessário identificar na bibliografia de GPP os possíveis componentes a serem utilizados no contexto offshore. Para atingir o objetivo da pesquisa, foi implementado um modelo de gestão para avaliar suas potencialidades e limitações de aplicação, representando contribuições para o ambiente acadêmico, pela proposição de mais uma opção de modelo de GPP e empresarial, pela demonstração da implementação do método em um caso prático / Portfolio Management has been applied for about 60 years in some sectors focused on financial investments. The methodology application has increased some years later for resource usage optimizing on Implementing and Management for Products and Projects. Within this concept, the research focuses on contribution to the current bibliography and add in Project Portfolio Management (PPM) in entrepreneurial agenda, proposing a method for an Offshore Engineering Project Portfolio integration and management at oil and gas industry in a Brazilian multinational company, contracted by a Norwegian multinational company (the customer). The methodology used was action-research. In addition, the research aims to describe the particularities of Engineering PPM into offshore context, like factors that affect the way to manage the portfolio. For this purpose it was necessary identify in PPM theoretical framework the possible components to be used in offshore context. To achieve the research target, it was implemented the management system to evaluate their potentialities and application limitations, which contributes to academic environment, by presenting another option of PPM template and corporate, by showing a practice implementation

La maîtrise du processus d’innovation est devenu un enjeu majeur pour les acteurs économiques actuels. Plus particulièrement dans les industries de biens d’équipement, le processus de conception et développement est long, complexe et implique différents acteurs travaillant sous des contraintes sévères. L’innovation n’est plus une activité ponctuelle mais récurrente. Le développement de nouveaux produits est donc organisée sous la forme de projets: les «projets d’innovation». A partir des observations portées sur le pilotage des projets d’innovation à l’intérieur d’un groupe industriel appelé Converteam, cette thèse propose une méthode de classification et segmentation des projets d'innovation de biens d’équipement. Afin de concevoir cette méthode de classification, une méthodologie d’observation pour la collecte des données a été mise au point. La campagne d’expérimentation a été menée dans le cadre de six projets d’innovation développés chez Converteam. Nous avons commencé par réaliser une analyse de l’évolution et de la dynamique d’innovation de la technologie des moteurs électriques afin de préciser la problématique industrielle. Ensuite nous avons analysé la littérature afin de trouver les éléments permettant de mettre au point une classification des projets d’innovation. L’étude de ces éléments a abouti dans une méthode de classification qui prend en compte les aspects marketing, technologiques et les attentes des entreprises, pour classer les projets en trois catégories : la différentiation, la neutralisation et l’optimisation. Cette méthode a été testée sur six projets d’innovation ce qui nous a permis de dégager de bonnes pratiques pour chaque catégorie de projet / Mastering the innovation process is a critical and major issue for a wide range of companies in this rapidly changing world. Especially in the capital goods industries where the design and development process is very long, complex and involves many different departments working under severe constraints (limited financial and technological resources, time, standards and rules to follow, etc). Innovation in these industries is no longer casual, but it has became a pivotal activity of the company. Thus, new product development activity is organized into "innovation projects". From observations of the innovative projects driver within a large industrial group called Converteam, this thesis proposes a method for classifying and segmenting capital goods innovation projects. In order to develop this classification method, an observation methodology for data collection has been developed. The experimental procedure was performed in six innovation projects developed at Converteam. We started by analysing the evolution and dynamics of the electric motors technology. Then, we analyzed the literature in order to find the inputs and outputs needed to develop a classification of innovation projects. The study of these elements resulted in a classification method that takes into account the marketing and technological aspects and the company expectations to classify projects into three categories: differentiation, neutralization and optimization. This method was tested on six innovative projects that allowed us to identify good practices for each project category

This thesis is dedicated to modeling and management of project portfolio. In the first part, project is specified, along with methods for its managing. Next part describes the project portfolio, its managing and aspects that affect it. Thesis continues with analysis and design of software prototype capable of managing project portfolios.  Most suitable methods are selected for project analysis.  Designed prototype is then implemented and solution is described in the thesis. Last part of the work is user testing, which pointed out the functionality and usability of created prototype.

Sustainability is one of the main drivers today for change in the world, many organisations are trying to be sustainable in their own way. One of the ways to do this is to integrate sustainability, or the triple bottom line (TBL), in their decision-making. This study concerns developing decision criteria for an NPO operating within the recycling- and waste management sector, to be applied in a project portfolio selection framework. Thus, the purpose of the study is to support decision-making that will promote sustainability by developing decision criteria. Consequently, the main research question for the study is: which criteria assure project selection aligned with TBL? The decision criteria were developed by following the five-step approach for developing criteria by Tillman and Cassone (2012). The research is designed as a qualitative single case study and the research questions are answered by conducting semi-structured interviews. The study has shown that by combining TBL and the five-step approach, criteria were able to be developed promoting all three dimensions of TBL. However, combining TBL and the five-step approach did imply some changes and adjustments to the original five-step approach. Hence, the discussion provides an outline of a suggested framework that integrates the TBL approachinto the development of decision criteria and metrics. / Hållbarhet är en av de viktigaste drivkrafterna för förändring i världen idag och olika organisationer försöker vara hållbara på sitt eget vis. En strategi att göra detta är att integrera hållbarhet, eller triplebottom line (TBL), i sitt beslutsfattande. Denna studie handlar om att utveckla beslutskriterier för tillämpning i ett ramverk för projektportföljstyrning för en icke vinstdrivande organisation som arbetar inom sektorn för återvinning och avfallshantering. Syftet med studien är således att stödja beslutsfattande som främjar hållbarhet genom att utveckla beslutskriterier. Följaktligen är den huvudsakliga forskningsfrågan för studien: vilka kriterier säkerställer att val av projekt är i linje med TBL? Beslutskriterierna utvecklades genom att följa tillvägagångssättet för en femstegsmetod för att utveckla kriterier av Tillman och Cassone (2012). Studien är utformad som en kvalitativ fallstudie och forskningsfrågorna besvaras genom semistrukturerade intervjuer. Studien har visat att genom att kombinera TBL och femstegsmetoden utvecklades kriterier som främjar alla tre dimensioner av TBL. Att kombinera TBL och femstegsmetoden innebar dock vissa förändringar och justeringar av den ursprungliga femstegsmetoden. Diskussionen presenterar därför ett förslag på ett ramverk som integrerar TBL i utvecklingen av beslutskriterier och mätetal.

Актуальность темы магистерской диссертации обусловлена возможностью практического применения методики внедрения портфеля проектов на кондитерские предприятия малого и среднего бизнеса. Научная новизна исследования заключается в разработке методики внедрения портфеля проектов в кондитерские предприятия и определении основных аспектов внедрения. Результаты работы: разработан портфель проектов для кондитерского предприятия «WOW Dessert». Практическая значимость: разработанный портфель проектов может быть внедрен в любое кондитерское предприятие малого и среднего бизнеса. Экономическая эффективность предлагаемых в диссертации мер по направлениям исследования обусловлена тем, что внедряемая информационная система окупится на восемнадцатом месяце после начала её проектирования и в последующем будет приносить стабильный доход компании. / The relevance of the topic of the master's thesis is due to the possibility of practical application of the methodology for introducing a portfolio of projects to confectionery enterprises of small and medium-sized businesses. The scientific novelty of the research lies in the development of a methodology for introducing a portfolio of projects into confectionery enterprises and determining the main aspects of implementation. Results of work: a portfolio of projects for the confectionery enterprise "WOW Dessert" was developed. Practical value: the developed portfolio of projects can be implemented in any small and medium-sized confectionery enterprise. The economic efficiency of the measures proposed in the dissertation in the areas of research is due to the fact that the implemented information system will pay off in the eighteenth month after the start of its design and will subsequently bring a stable income to the company.