Framework of the study: This study analyses value-creation in an IT-project portfolio in the Danish public sector within the context of Knowledge Management (KM). The studied case is Aalborg University IT Services (ITS), who are currently undergoing a strategic transition from traditionally oriented towards value-oriented Information Technology Project Portfolio Management (ITPPM). Thereby, the purpose is to study how ITS can realise a value-oriented focus in their IT project portfolio, enabled by KM.
The theoretical framework couples ITPPM with KM to create a theoretical ideal model on how to enable a value focus in the IT project portfolio, whereby the theoretical apparatus in itself acts as a contribution to the field of ITPPM. Additionally, the foundation of the framework is based upon a litterature review, that identifies two continuums within ITPPM; deliverable/value-orientation, and a dynamic/static focus.
In order to capture the multi-layered complexity of the case, the analysis is conducted by deploying a qualitative, embedded single-case study research design. This asserts the need for a multimethod, abductive approach in order to activate the interaction between the theoretical apparatus and the empirical data, consisting of interviews, and strategic documents. The study is compartmentalised into three individual sections; 1) how ITS are currently managing their IT-project portfolio, 2) what challenges they face in order to realise their strategy, and 3) how a value focus can be realised.
Results of the study: The results suggest ITS as currently managing IT projects with a predominantly deliverable-oriented static focus – however, with aspects leaning towards a value-orientation. The theoretical ideal creates the basis to propose four challenges that ITS is facing in order to succeed with a value-oriented focus, rooted in the need for actively applying KM; there is a need for decentralising autonomy on the project level, while centralising knowledge and management hereof on the programme level. In turn, this can aid in ensuring correct processes for knowledge exploitation on all three organisational levels. Furthermore, this transition and upholding of a value focus relies on implementing learning- and performance loops, which ensures the accumulation and creation of new, explicated knowledge. Additionally, value-oriented ITPPM is supported by the use of a Knowledge Management System (KMS).
To conclude, the context of ITPPM in the Danish public sector enables a discussion on how the statically-oriented public sector project models define the limitations of ITPPM in public sector organisations. Thereby, the study places itself within the field of ITPPM by enabling dynamic, value- oriented ITPPM by coupling it with KM.