Due to its centralized content-sharing features, a project portfolio management (PPM) portal enables vertical, as well as horizontal, electronic exchanges between project professionals. Such exchanges, if effective, may deliver an individual impact through improved project performance. Effectiveness engenders use and satisfaction, reflecting the positive impact of the PPM portal at the individual level. Thus, the PPM portal features that enable effective exchanges capable of enhancing project performance must be identified. The problem is that, aside from vendor claims, there is little empirical evidence of key PPM portal features driving performance. This study attempts to determine the key predictors of PPM portal use, user satisfaction, and project performance at the individual level. That is, this study investigates the mechanisms of PPM portal success. Several socio-technical streams are leveraged to develop a theoretical basis of the mechanisms through which PPM portals impact project performance. To perform a quantitative Partial Least Squares (PLS) Structural Equation Modeling (SEM) analysis of online survey responses, an extended DeLone and McLean (2003) model, adopted by Urbach, Smolnik, and Riempp (2010), is modified for this study. The findings suggest PPM portal information quality and PPM portal collaboration quality are key drivers of project performance. As collaboration effectiveness increases, due to effective use of high-quality information, project performance increases as well.
|Adviser||H. Perrin Garsombke|
|Subjects||Management; Information technology|
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