Project portfolio management (PPM) is the centralized management method, process and technology
in multiple projects. When multiple projects in the space industry are implemented, it provides an effective
methodology to resolve the problems at the same time such as conflicts among models, decrease in design efficiency,
and increase in target deviation. Hence, a PPM dedicated to multiple projects management in space enterprise
is presented in this paper. Firstly, an analysis of features and contents in space enterprise portfolio management
mode is performed by using PPM based on its specific strategic characteristics. Then, the principle and selection
methods of PPM are provided as a reference for the future development of an enterprise. Finally, a multiple-level
organization architecture including decision making layers, function management layers and project execution
layers is proposed so as to adapt to possible changes in the multiple projects and correspond to the strategic
development. As a consequence, a perfect matching mechanism to fit the changes in PPM modes is reached. In
addition, the flow chart of PPM is designed and optimized by analyzing the implementation procedure of strategic
target and project portfolio life-cycle, which is expected to realize the purpose of improving space enterprise
management efficiency, project management capacity, innovation development and economic benefits.
WANG Xubo1,2* (王续伯), BAI Sijun1 (白思俊), LI Suike1 (李随科)
. Space Enterprise Strategy Guiding-Based Study on Project Portfolio Management and Flow Optimization[J]. Journal of Shanghai Jiaotong University(Science), 2016
, 21(2)
: 215
-219
.
DOI: 10.1007/s12204-016-1715-2
[1] CAO Y, ZHANG Y J, ZHAO R J. Project management and coordination of distributed cooperative productdesign in a virtual enterprise [J]. International Journalof Plant Engineering and Management, 2004, 9(4):183-191.
[2] SABATIER V, MANGEMATIN V, ROUSSELLE T.From recipe to dinner: Business model portfolios in the European biopharmaceutical industry [J]. Long Range Planning, 2010, 43(2/3): 431-447.
[3] GOLMOHAMMADI A, PAJOUTAN M. Meta heuristicsfor dependent portfolio selection problem consideringrisk [J]. Expert Systems with Applications, 2011,38(5): 5642-5649.
[4] GERALDI J G. The balance between order and chaosin multi-project firms: A conceptual model [J]. InternationalJournal of Project Management, 2008, 26(4):348-356.
[5] CARAZO A F, G′OMEZ T, MOLINA J, et al. Solvinga comprehensive model for multiobjective project portfolioselection [J]. Computers & Operations Research,2010, 37(4): 630-639.
[6] ARA′UZO J A, PAJARES J, LOPEZ-PAREDES A.Simulating the dynamic scheduling of project portfolios[J]. Simulation Modelling Practice and Theory,2010, 18(10): 1428-1441.
[7] SOLAK S, CLARKE J P B, JOHNSON E L, et al.Optimization of R&D project portfolios under endogenousuncertainty [J]. European Journal of OperationalResearch, 2010, 207: 420-433.
[8] Bai S J, Li S, FENG R, et al. Organizational projectselection based on fuzzy multi-index evaluation andBP neural network [C]//International Conference onManagement and Service Science. [s.l.]: IEEE, 2010:1-5.
[9] WANG C T, YU M, ZHANG N, et al. Small satelliteproject management practice [J]. Spacecraft Engineering,2012, 21(5): 119-126 (in Chinese).
[10] YANG B H, TANG B X, DAI W X, et al. Recoverablesatellite program process reengineering practice[J]. Journal of Space, 2007, 28(6): 1733-1739 (in Chinese).
