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Evaluación y clasificación de las técnicas utilizadas por las organizaciones, en las últimas décadas, para seleccionar proyectos = Evaluation and classification of the techniques used by organizations in the last decades to select projects

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Author Info

  • Fernández Carazo, Ana

    ()
    (Department of Quantitative Methods for Economics and Business Administration, Universidad Pablo de Olavide)

  • Gómez Núñez, Trinidad

    ()
    (Departamento de Economía Aplicada (Matemáticas). Universidad de Málaga)

  • Guerrero Casas, Flor M.

    ()
    (Department of Quantitative Methods for Economics and Business Administration, Universidad Pablo de Olavide)

  • Caballero Fernández, Rafael

    ()
    (Departamento de Economía Aplicada (Matemáticas). Universidad de Málaga)

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    Abstract

    La metodología empleada por las organizaciones empresariales para distribuir su presupuesto y seleccionar qué proyectos, entre todos los posibles candidatos, deben ser ejecutados para cubrir sus necesidades ha evolucionado mucho desde que dichas organizaciones empezaron a apoyar sus decisiones de selección en algún modelo matemático. El propósito de este trabajo es realizar un análisis descriptivo y comparativo de las diferentes técnicas empleadas a lo largo del tiempo, incorporando un pequeño ejemplo que clarifique su funcionamiento y poniendo de manifiesto tanto sus ventajas como sus inconvenientes. En alguna medida, estos inconvenientes fueron motivando su evolución hacia técnicas cada vez m´as complejas y completas hasta llegar a nuestros días. Nuestro estudio ha permitido observar, por un lado, que la evolución de las organizaciones ha llevado a que cambie sustancialmente el problema de selección, pasando de seleccionarse proyectos a seleccionarse y planificar carteras de proyectos y, por otro lado, que el problema aún no está solucionado, ya que es necesario lograr un modelo global que resuelva cualquier problema de selección y planificación temporal de cartera de proyectos. = The methodology used by business organizations to distribute their budget and select which projects –among all potential candidates– must be carried out to satisfy their needs has changed considerably since the organizations started to support their selection decisions in a mathematical model. The purpose of this paper is to provide a descriptive and comparative analysis of the different techniques used over time; we also present a small example to clarify their function, and thereby we show both its advantages and disadvantages. These drawbacks were the principal cause of their evolution towards more completed and sophisticated techniques. This study highlights two aspects: first, the evolution of the organizations has changed the problem of selection from project selection to portfolio selection and scheduling, and secondly, the problem is not solved yet, and we need a global model to resolve whatever problem of project portfolio scheduling and selection.

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    Bibliographic Info

    Article provided by Universidad Pablo de Olavide, Department of Quantitative Methods for Economics and Business Administration in its journal Revista de Métodos Cuantitativos para la Economía y la Empresa = Journal of Quantitative Methods for Economics and Business Administration.

    Volume (Year): 5 (2008)
    Issue (Month): 1 (June)
    Pages: 67-115

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    Handle: RePEc:pab:rmcpee:v:5:y:2008:i:1:p:67-115

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    Related research

    Keywords: cartera de proyectos; selección de proyectos; técnicas de clasificación. = portfolio; project selection; classification techniques.;

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    1. William W. Cooper & Kyung Sam Park & Gang Yu, 1999. "IDEA and AR-IDEA: Models for Dealing with Imprecise Data in DEA," Management Science, INFORMS, vol. 45(4), pages 597-607, April.
    2. Heidenberger, Kurt, 1996. "Dynamic project selection and funding under risk: A decision tree based MILP approach," European Journal of Operational Research, Elsevier, vol. 95(2), pages 284-298, December.
    3. Matthew J. Liberatore & George J. Titus, 1983. "The Practice of Management Science in R&D Project Management," Management Science, INFORMS, vol. 29(8), pages 962-974, August.
    4. Norman Baker & James Freeland, 1975. "Recent Advances in R&D Benefit Measurement and Project Selection Methods," Management Science, INFORMS, vol. 21(10), pages 1164-1175, June.
    5. Mavrotas, G. & Diakoulaki, D. & Caloghirou, Y., 2006. "Project prioritization under policy restrictions. A combination of MCDA with 0-1 programming," European Journal of Operational Research, Elsevier, vol. 171(1), pages 296-308, May.
    6. H. Martin Weingartner, 1966. "Capital Budgeting of Interrelated Projects: Survey and Synthesis," Management Science, INFORMS, vol. 12(7), pages 485-516, March.
    7. Cho, Keun-Tae & Kwon, Cheol-Shin, 2004. "Hierarchies with dependence of technological alternatives: A cross-impact hierarchy process," European Journal of Operational Research, Elsevier, vol. 156(2), pages 420-432, July.
    8. Charnes, A. & Cooper, W. W. & Rhodes, E., 1978. "Measuring the efficiency of decision making units," European Journal of Operational Research, Elsevier, vol. 2(6), pages 429-444, November.
    9. James H. Lorie & Leonard J. Savage, 1955. "Three Problems in Rationing Capital," The Journal of Business, University of Chicago Press, vol. 28, pages 229.
    10. Eilat, Harel & Golany, Boaz & Shtub, Avraham, 2006. "Constructing and evaluating balanced portfolios of R&D projects with interactions: A DEA based methodology," European Journal of Operational Research, Elsevier, vol. 172(3), pages 1018-1039, August.
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