Abstract :
This work investigates interdependencies between projects. Interdependency management is used to make project selection and review process more effective in Project Portfolio Management. Usage of interdependencies also helps to increase success. Interdependencies can be human resource, technological, and/or market-based. Despite of having roots in sixties and relatedness to famous theories, phenomenon is still less researched, however, in practice most companies (91%) use it. This research applies method triangulation, electronic surveys (288 and 39 respondents) and multiple-case study (nine companies.) Research was concentrating small-to-large companies, mostly from construction, engineering, ICT, and machinery industries. Analysis has shown that companies are aware of the interdependency issue in general, but they have lack of detailed knowledge. Implementing required procedures is hard to be achieved, especially among smaller companies. Companies complain difficulties to implement interdependency procedures and evaluate them. This paper presents results how companies have implemented working solutions to manage interdependencies on daily bases. In most cases, initiative grew out inside the company (mostly due to the human resource or quality of information issues), cost pressure was not the main issue.
