Erschienen:
Publishing House Helvetica (Publications), 2024
Erschienen in:
Eastern Europe: economy, business and management (2024) 43
Sprache:
Nicht zu entscheiden
DOI:
10.32782/easterneurope.43-7
ISSN:
2518-1971
Entstehung:
Anmerkungen:
Beschreibung:
The construction of a classification of tools for managing the portfolio of international business projects of enterprises is important from a theoretical and practical point of view, as it allows systematizing the available tools and methods, ensuring their effective use in various situations. From a theoretical point of view, this classification contributes to the development of a scientific approach to project portfolio management, defining the main categories of tools and their purpose, which helps in a clear understanding of their application and functionality. In the process of analyzing various tools for managing a portfolio of international business projects, it was proven that effective management requires the use of a complex of quantitative and qualitative methods. It is well-founded that quantitative tools such as portfolio analysis, capital investment and budgeting, as well as monitoring and control, ensure the accuracy of measurements and the objectivity of decision-making with the help of numerical data and statistical analysis. On the other hand, it is argued that qualitative methods, such as SWOT analysis, process management, and intercultural communication, provide a deeper understanding of the contextual aspects of projects, allowing to reveal non-obvious opportunities and threats that cannot always be quantified. It is also confirmed that regular tools such as ERP systems and digital communication tools contribute to the continuous optimization of the company’s activities and support daily operations, while ad hoc tools such as portfolio analysis and risk analysis are applied for specific situations , which require special attention or a quick reaction. This indicates the importance of flexibility in the choice of tools depending on the current needs and strategic goals of the enterprise. In general, the success of managing a portfolio of international business projects depends on the balanced use of various management tools that allow for a comprehensive assessment of internal and external factors, as well as an effective response to the dynamic international environment.