Full Content is available to subscribers

Subscribe/Learn More  >

Prioritization of a Portfolio of Projects

[+] Author Affiliations
Jose Eduardo Modica

Transpetro S.A., Rio de Janeiro, RJ, Brazil

Roque Rabechini, Jr.

Universidade Nove de Julho, São Paulo, SP, Brazil

Edison Martins Braun

WBS Gerenciamento e Empreendimentos Ltda., Salvador, BA, Brazil

Paper No. IPC2010-31509, pp. 41-48; 8 pages
  • 2010 8th International Pipeline Conference
  • 2010 8th International Pipeline Conference, Volume 3
  • Calgary, Alberta, Canada, September 27–October 1, 2010
  • Conference Sponsors: International Petroleum Technology Institute and the Pipeline Division
  • ISBN: 978-0-7918-4422-9 | eISBN: 978-0-7918-3885-3
  • Copyright © 2010 by ASME


The high competitiveness in the oil sector, the velocity of changes in the world and the increasingly short life cycles of projects, have forced the large companies in this sector to maintain extensive project portfolios in engineering. These demand efficient management and balancing, because otherwise the competitive position relative to other companies is placed at risk. These companies have the challenge of developing appropriate methodologies to manage the portfolios and provide support to the decision makers, aiming at maximizing the results of the projects. One of the activities of portfolio management, and perhaps the most difficult, is the adequate prioritization of the projects, because it involves great subjectivity in the direct comparison of highly different projects, with different objectives and at times contrary in the use of criteria that depend on sensitivity evaluations. An example is the improvement in society’s perception of the company’s image that a project may provide. For the prioritization of these projects, it becomes necessary to employ multiple-criteria analyses, and for this, the organization needs to define how many, and which criteria are going to be utilized, together with their relative importance. This article has the purpose of describing the implantation of a prioritization methodology for projects utilizing the Analytic Hierarchy Process (AHP) analysis technique in a regional office of the largest logistics company in South America, Transpetro. The company forms part of the Brazilian oil system; more specifically in the transport and storage of oil and oil products. The company operates a fleet of 55 ships having the transport capacity of 2.9 million deadweight tons, 7,033 km of oil pipelines and 3,600 km of gas pipelines, 20 land-based terminals and 26 water-based terminals. The dynamic of the implantation will be presented as the results, demonstrating a preliminary sensitivity analysis, the choice of analytical technique utilizing multiple criteria, the development of a tool and the result of prioritizing the portfolio. In addition, the results of the analysis of this prioritization relative to the existing portfolio will be presented.

Copyright © 2010 by ASME



Interactive Graphics


Country-Specific Mortality and Growth Failure in Infancy and Yound Children and Association With Material Stature

Use interactive graphics and maps to view and sort country-specific infant and early dhildhood mortality and growth failure data and their association with maternal

Citing articles are presented as examples only. In non-demo SCM6 implementation, integration with CrossRef’s "Cited By" API will populate this tab (http://www.crossref.org/citedby.html).

Some tools below are only available to our subscribers or users with an online account.

Related Content

Customize your page view by dragging and repositioning the boxes below.

Related eBook Content
Topic Collections

Sorry! You do not have access to this content. For assistance or to subscribe, please contact us:

  • TELEPHONE: 1-800-843-2763 (Toll-free in the USA)
  • EMAIL: asmedigitalcollection@asme.org
Sign In