New Problems, New Solutions: Making Portfolio Management More Effective

By R. Cooper, S. Edgett, E. Kleinschmidt. 2000

381 citations recorded by the source corpus.

How researchers see this paper

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Corporate Technology Portfolios and R&D Performance Measures: A Study of Technology Intensive Firms (2005, neutral): “Despite the popularity of technology portfolio theories and practical portfolio management tools widely used, R&D managers suffer from major problems and have raised serious concerns about the effectiveness of existing portfolio techniques ( Cooper et al., 2000 ).”
Communications of the Association for Information Systems (2011, neutral): “All strategies are designed to be “near-term” – that is, they can all be started immediately with the expectation of yielding results within months.”
Enforcing strategic fit of project portfolios by project termination: An empirical study on senior management involvement (2012, background): “Numerous studies acknowledge senior management's role in the course of terminating a project to be problematic (Cooper et al., 2000; Gomes et al., 2001; Pinto and Covin, 1989).”
Practices, Roles, and Responsibilities of Middle Managers in Program and Portfolio Management (2006, methodology): “A popular model for portfolio definition was empirically developed by Cooper et al. (1997, 1998, 2000, 2002, 2004a, 2004b, 2004c) for new product development portfolios.”