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2020, vol. 6, br. 2, str. 91-107
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Specifičnosti upravljanja portfolijom inovacionih projekata
Specifics of innovation project portfolio management
aUniverzitet odbrane, Vojna akademija, Beograd bUniverzitet za poslovne studiјe, Banja Luka, Republika Srpska, BiH
e-adresa: aleksa.miletic@yahoo.com
Ključne reči: inovacioni projekti; inovacioni portfolio; projektni menadžment; upravljanje portfoliom inovacionih projekata (IPPM)
Sažetak
U doba turbulentnosti savremenog poslovanja, gde se inovacije pozicioniraju kao ključni faktor kreiranja konkurentske prednosti i resursno-orijentisane strategije, kada u prvi plan dolaze ljudski kapital i intelektualna svojina, upravljanje portfoliom inovacionih projekata postaje moćno oružje, ali samo ako se njime ispravno rukuje. Razlike između klasičnih projekata sa jedne strane i inovacionih projekata sa druge strane, koje karakteriše pre svega izuzetno visok stepen rizika i uticaja ljudskog faktora, tj. kreativnosti, iziskuju komparativnu analizu samih projekata i njihovih portfolia, kako bi se došlo do zaključaka neophodnih za uspešno upravljanje inovacionim portfoliom. Zbog specifičnosti inovacionih projekata i inovacionog portfolia, metode i tehnike koje se koriste u upravljanja portfoliom klasičnih projekata ne garantuju uspešnost ako se primenjuju na portfolio inovacionih projekata. Uočavanja različitosti i osobenosti jednih i drugih predstavlja prvi korak u kreiranju metodologije koja bi dala očekivane rezultate.
Abstract
In an age of turbulence in modern business, where innovation is positioned as a key factor in creating competitive advantage and resource-oriented strategy, where human capital and intellectual property come to the fore, portfolio management of innovation projects becomes a powerful weapon, but only if handled properly. Differences between classic projects on the one hand and innovation projects on the other, characterized primarily by an extremely high degree of risk and impact of the human factor, i.e. creativity, require comparative analysis of the projects themselves and their portfolios, in order to reach the conclusions necessary for successful management of the innovation portfolio. Due to the specificity of the innovation projects and the innovation portfolio, the methods and techniques used in managing the portfolio of classic projects do not guarantee success if applied to the portfolio of innovation projects. Noticing the differences and peculiarities of both is the first step in creating a methodology that would deliver the expected results.
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