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The construction of industrial park in the current development model of circular economy has been widely regarded as one of the important modes of macroeconomic exploration all over the world. Therefore, the research on the application of multi-project management theory based on circular economy in the construction of industrial park was proposed in this paper. First, the circular economy and multi-project management theory were expounded in detail. Then, the geographical location of multi project management in Qingyuan recycled plastic industrial park in Guangdong Province and the distribution of each building community were explained. And on this basis, the construction of the park's production, plant areas, residential areas and the planning objectives after completion were analyzed in detail. On the basis of analysis, the multi project management model used in the park was explained. It is pointed out that the construction of the park should be based on its own planning and practical needs, and the appropriate multi project management model should be chosen.

The contradiction between economic development and resource environment has become increasingly acute with the continuous societal and industrial development. The implementation of waste and renewable resource recycling can alleviate the conflict. The multi-project management theory was applied to the construction of an industrial park based on the characteristics of the circular economy theory. In this paper, the basic definition of circular economy and industrial parks was expounded, and the application of circular economy in the planning of parks was studied from five major aspects. From industrial selection, property function and volume allocation planning, industrial park planning and design were studied. Starting from the function structure of the park, the setting of the slag yard outside the park, the green land and the landscape, the road planning of the park, the planning of industrial parks of chemical recycling economy in Gansu was studied. Through empirical analysis, theoretical support and model reference were provided for the construction of circular economy in other industrial parks.

The single project paradigm which dominates the literature of both project and construction management research does not accurately reflect the reality of many construction clients, who have large ongoing construction portfolios rather than one‐off construction projects. Although several concepts of multi‐project environments (MPEs) exist, an investigation of the form and dynamic interactions of components within MPEs of construction clients was lacking. This paper presents the factors identified as exerting greatest influence on project delivery within construction clients' MPEs.

The purpose of this paper is to demonstrate that there is not just a single project portfolio operating within an organisation, but instead there are multiple portfolios.

This paper follows a case study methodology, utilising secondary sources in the form of publically available reports.

The authors offer a definition of whole of enterprise portfolio management and suggest that this conceptual tool will allow an organisation to control programs and portfolios, particularly, where organizations adapt to emergent situations.

This paper is supported through a single case study using secondary data only. Whilst this provides an illustrated example to support a theoretical model, further empirical research is required to determine its applicability in other sectors and organisational contexts.

This paper provides a whole of enterprise portfolio model in the utilities sector and can be applied to many organisations. It also provides a basis for further research.

This paper provides a new perspective on portfolio management, suggesting that the organisation consists of many portfolios that need to be managed in an integrative manner, rather than just the project portfolio be examined and managed in isolation.

The purpose of this paper is to identify differences in managing a single project compared with that of a project portfolio, where focus and requirements are expanded, and where clear links to organizational objectives exist. Further, the aim is to propose a methodology for the management of risk within the context of a project portfolio.

The concepts and framework described in this paper have emerged primarily from an in‐depth action research study in a major provider of transport solutions. The work has been conducted within one division, with presence in most of mainland Europe, Scandinavia, and the UK.

The paper finds that the proposed methodology would manage portfolio risk in two ways. First, it provides a means for single projects to gain experiences from other projects within the portfolio. Second, portfolio common risks and trends of issues can be identified. Such risks can become risks for succeeding projects, or require action from outside the single project.

The paper shows that the pilot study consisted of 16 projects within one project portfolio. Other project portfolios, with other prerequisites, might result in different findings, since some factors not included in this research such as cultural aspects or organizational factors could affect the findings.

In this paper the identification and analysis of commonalities and risk trends between projects provide the possibility to manage risks from a portfolio perspective.

The paper sees that existing risk management processes do not support projects in managing risk within a project portfolio. Instead, the proposed methodology provides the project portfolio manager with a consolidated view of the total risk exposure within the portfolio. Additionally, this methodology finds risks and trends not otherwise possible to identify.

The purpose of this paper is to situate project portfolio management practice and explore its improvisational nature. The overall aim is to deepen the knowledge of what project portfolio managers do when they manage portfolios based on an organizational theory perspective.

This research explores the situated actions of project portfolio managers managing project portfolios and is based on two different case studies. The approach is qualitative and interpretative, with the aim of gradually developing an understanding.

The primary contributions in this paper are insights that enhance the understanding of project portfolio management practice, and the differences in practice between portfolio managers and project managers when creating “action space” and improvising. This knowledge is important for both project theory and project practice, for example when developing managerial competences and sense making structures as well as organizational design in order to increase competitiveness. The findings also contribute to project theory in relation to research on the “Practice Turn” and the literature on re‐situating projects.

The research implications emphasize the need for a better understanding of project portfolio management in practice, and an awareness of the need of uncertainty management executed by the portfolio managers situated actions (i.e. fulfilled by walk‐tour and circle communication).

The practical implications are an awareness of the fact that project‐based organizational settings have to emphasize a holistic approach and acknowledge the need for situated leadership (in particular for their project portfolio managers).

This paper fulfills an identified need to study situated project portfolio management practice.

Resource allocation is challenged by dynamic environments where changes are frequent. The purpose of this paper is to identify resource allocation challenges and practices in service units that perform both project and non-project activities in dynamic environments. Its goal is to show that top-down mechanisms of project resource allocation need to be replaced by or supplemented with mechanisms that are more flexible.

A qualitative comparative case study was conducted in two service units of two project-based firms. The main source of data consisted of semi-structured interviews with 17 service managers and staff members.

This study shows that resource allocation is not necessarily a top-down process at all, and the practices are context-dependent. Two more flexible approaches are revealed – hybrid resource allocation and bottom-up resource allocation – as examples of managing resource allocation in service units that engage in projects under uncertain conditions. The results of the analysis highlight prioritisation and adapting to change and delay as the main issues that managers face in allocating resources to different types of projects and service activities in dynamic environments.

The two target companies chosen for the qualitative research design limit the analysis to project-based firms in a business-to-business context. Further, the viewpoint of the service unit is central to the study. Studying project resource allocation in different organisational contexts and uncovering the perspectives of product development and delivery units would offer promising directions for future research.

The study reveals that in dynamic project settings such as service organisations, top-down mechanisms of resource allocation need to be accompanied by other, more flexible approaches to ensure the sufficient resourcing of projects and related services in dynamic environments. Companies need to establish practices for resource allocation changes that are caused by re-prioritising tasks and accommodating changes and delays in their project and service activities.

Compared to a top-down perspective taken in previous research, the study proposes a more flexible approach for resource allocation in constantly changing environments with different project and service activities. Previous studies have focussed on resource competition between projects, placing project managers in the central role for resource allocation. By contrast, this study discusses hybrid and bottom-up resource allocation, both of which involve broader personnel engagement in resource allocation tasks, drawing on the experience of all employees.

This study aims to analyze the relationship between the adherence to critical chain project management (CCPM) practices and the new product development performance, in terms of the results of product development programs and product portfolio management (PPM).

A survey was conducted with 79 innovative companies operating in Brazil. Data were analyzed using correlation analysis and non-parametric tests.

Significant and positive correlations were found between CCPM adoption and the performance factors proposed. The adoption of CCPM offered stronger correlation with PPM performance than with the adoption of traditional methods. The results further indicate a possible indirect contribution of CCPM practices to the product development program by means of PPM improvement.

This study deepens the knowledge of the joint study between project management and new product development, by bringing empirical evidence that the adoption of specific practices suggested by CCPM is used by organizations with superior performance. Moreover, the results broaden CCPM literature by attesting that companies do not necessarily have to apply the CCPM approach in a formal and explicit way to obtain the performance results given. The analyses still have practical value when indicating which CCPM practices should be prioritized by managers seeking high performance in PPM.

The aim of this paper is to introduce the CLEVER process framework for knowledge lifecycle management (KLM), which was developed to help organisations in the manufacturing and construction domains tackle ill‐defined knowledge management problems. Focussing on organisational and cultural issues, rather than technological ones, the framework aids the user organisation to translate vague KLM problems into a set of specific knowledge management issues, to identify preferred solutions for these, and then to identify the appropriate KLM processes to achieve these solutions. In this respect, the paper is an extension of the work of Boisot, and Davenport and Prusak although the origins are different. The paper begins with the background and aims of the project on which this research is based and moves on to a discussion on the importance of knowledge management and its relevance to the CLEVER framework. An overview of the framework, describing its four‐stage structure is provided which details examples of how to apply each of the separate stages. The final section summarises the limits of the tool and proposes new areas where further research is required.

The article aims to critically analyze the project management developed by research laboratories of a Brazilian university in order to enhance their performance. For this, a critical analysis was performed to identify existing opportunities about the management of schedules and resources. Additionally, a software was developed to enable performance improvement.

The methodological procedures used were literature review, for a theoretical foundation, and case study conducted with semi-structured interviews, documentary research and on-site visits. Through a detailed critical analysis of the laboratories' management, it was possible to understand the activities developed and map the main difficulties observed.

A total of five plausible points of improvement were identified, namely reduced teams and accumulation of activities; team seasonality; centralized management; deviations from projects and schedule control. Based on the theoretical foundation, it has been proposed adjustments to minimize the mentioned difficulties that can greatly contribute for better management efficiency of multiple research projects. In addition, a software was structured based on the proposed improvements. The laboratories' performance was monitored for a month and significant improvements were observed.

The information presented here may be of great value to other researchers interested in enhancing research laboratory performance.

The academic literature presents several examples of project management guidelines application in different organizations; however, there are few studies about the application of them in research laboratories and how to improve their performance.