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Project Based Enterprise Performance Management

Abstract

According to Goyette and Lamar, “an enterprise involves an amalgamation of interdependent resources (including people, processes, facilities, and technologies) organized to obtain a strategic advantage in support of mission or business objectives.” One can see that the operational model of a modern enterprise has become significantly different than that of a traditional enterprise. The major cause is that enterprises have to survive unprecedented challenges, such as fluctuating market environments, world-wide competition, ever-changing customer requirements, increasingly demanded collaborations across enterprise boundaries, and disruptive technologies.

Keywords

Business Process Unify Modeling Language Service Computing Project Portfolio Resource Conflict 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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References

  1. [1]
    Goyette E, Lamar B (2003) A new Era of Enterprise Portfolio Management. http://www.mitre.org/news/the_edge/fall_03/goyette.html
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    Institute PM (2000) A guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management InstituteGoogle Scholar
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    Light M (2003) Project portfolio management: within reach? In: Proceedings of Project Portfolio Management, San Francisco, CA, USA, pp 13–15Google Scholar
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    Murphy P, Visitacion M (2002) Forrester research: application and project portfolio management — making the most of existing applications. http://www.forrester.com/research/legacyIT/Except/0,7208,27324,00.html
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    Zhang LJ, Cai H, Chung JY, Chang H (2004) WS-EPM: Web services for enterprise project management. In: Proceedings of 2004 IEEE International Conference on Services Computing (SCC 2004), pp 177–185Google Scholar

Copyright information

© Tsinghua University Press, Beijing and Springer-Verlag GmbH Berlin Heidelberg 2007

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