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    Middle Managers in Program and Project Portfolio Management
    Middle Managers in Program and Project Portfolio Management
    Middle Managers in Program and Project Portfolio Management
    Ebook186 pages1 hour

    Middle Managers in Program and Project Portfolio Management

    By Tomas Blomquist and Ralf Muller

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    About this ebook

    The increasing "projectization" of organizations has led to a greater reliance on program and project portfolio management, and middle managers are playing a central role in the management of multiple simultaneous projects. Experienced project managers understand the value of defining project roles and responsibilities, but what are middle managers' roles and responsibilities in program and project portfolio management? What are the best practices of successful companies today?
    LanguageEnglish
    PublisherProject Management Institute
    Release dateJan 1, 2006
    ISBN9781628251234
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      Book preview

      Middle Managers in Program and Project Portfolio Management - Tomas Blomquist

      Project Management Institute

      MIDDLE MANAGERS IN PROGRAM AND PROJECT PORTFOLIO MANAGEMENT

      Practices, Roles and Responsibilities

      Tomas Blomquist, PhD

      Ralf Müller, DBA

      ISBN: 1-930699-57-3

      © 2006 Project Management Institute, Inc. All rights reserved.

      PMI, the PMI logo, PMP, the PMP logo, PMBOK, Project Management Journal, PM Network, and the PMI Today logo are registered marks of Project Management Institute, Inc. The Quarter Globe Design is a trademark of the Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department.

      PMI Publications welcomes corrections and comments on its books. Please feel free to send comments on typographical, formatting, or other errors. Simply make a copy of the relevant page of the book, mark the error, and send it to: Book Editor, PMI Publications, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA, or e-mail: booked@pmi.org.

      PMI books are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs, as well as other educational programs. For more information, please write to Bookstore Administrator, PMI Publications, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA, or e-mail: booksonline@pmi.org. Or contact your local bookstore.

      Printed in the United States of America. No part of this work may be reproduced or transmitted in any form or by any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the publisher.

      The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48—1984).

      10    9    8    7    6    5    4    3    2    1

      Table of Contents

      Acknowledgements

      Executive Summary

      Introduction and Background

      Literature Review

      Methodology and Analysis

      Managerial Implications: What Middle Managers in Successful Organizations Do

      Theoretical Implications and Conclusions

      Chapter 1: Introduction and Background

      Program and Portfolio Management as a Subset of Corporate Governance

      Governance and Transaction Cost Economics

      Research Questions

      Objectives

      Scope and Underlying Assumptions of this Study

      Management Process

      Milestones and Deliverables

      Supporting Organizations

      Report Structure

      Chapter 2: Literature Review

      Project Portfolios and their Management

      Portfolio Definitions and Selection Techniques

      Planning and Managing Project Portfolios

      Competencies for Portfolio Management

      Programs and the Management of Programs

      Program Management as an Entity for Organizational Structure

      Program Management Processes and Life Cycles

      Competencies for Program Management

      Project Types and Program/Portfolio Management

      Environmental Complexity

      Chapter 3: Methodology and Analysis

      The Qualitative Study

      Qualitative Data Analysis Results

      The Quantitative Study

      Sample Demographics

      Quantitative Data Analysis Results

      Results Triangulation

      Chapter 4: Managerial Implications: What Middle Managers in Successful Organizations Do

      Organizing for Program and Portfolio Management

      Managers Activities in Program and Portfolio Management

      Middle Managers Roles in Program and Portfolio Management

      Portfolio Management Related Roles Prior to Project Execution

      Business Planning

      Project Selection

      Resource Planning

      Resource Procurement

      Project and Program Plan Review

      Program Management Related Roles Prior to Project Execution

      Identification of Business Opportunities

      Synergy Identification

      Resource Planning and Selection

      Program and Portfolio Management Related Roles during Project Execution

      Identification of Bad Projects

      Participation in Steering Groups

      Prioritization of Projects

      Coordination of Projects

      Collection and Aggregation of Reports

      Initiation of Reviews

      Handling of Issues

      Coaching of Project Managers

      Improvement of Processes

      Summary of Managerial Implications

      Chapter 5: Theoretical Implications and Conclusions

      Theoretical Implications

      Suggestions for Further Research

      A Final Word

      References

      Appendix A: Interview Instrument

      Appendix B: Questionnaire Instrument

      Appendix C: Summary Tables

      Questionnaire Variable Descriptions

      Performance Differences by Governance Structure

      Performance Differences in Projects, Programs and Portfolios by Governance Structure

      Summary of Research Questions, Hypotheses and Results

      Appendix D: Author Contact Information

      List of Tables:

      Table 1: Study Milestones and Deliverables

      Table 2: Industry, Company, Country, and Role of Interviewees

      Table 3: Framework of Program and Portfolio Management Roles of Middle Managers

      Table 4: Quantitative Study Demographics: Age

      Table 5: Quantitative Study Demographics: Years of Business Experience

      Table 6: Quantitative Study Demographics: Years in Current Position

      Table 7: Quantitative Study Demographics: Geographic Dispersion

      Table 8: Quantitative Study Demographics: Industries

      Table 9: Correlations between Independent and Dependent Variables

      Table 10: Canonical Correlation Models

      Table 11: Mapping Study Results against Elonen & Artto (2003) Results

      Table 12: Managers’ Time Spent on Different Tasks (1=never to 5=full time)

      Table 13: Differences between High and Low Performing Organizations

      Table 14: Perspectives of Project, Program, and Portfolio Managers

      Table 15: Organizational Perspective for Project, Program, and Portfolio Management

      Table 16: ANOVA of Differences in Success by Governance Type

      Table 17: Scheffe Test on Differences in Success by Governance Type

      Table 18: Summary of Research Questions, Hypotheses, and Results

      List of Figures:

      Figure 1: Governance of Project Management in Context

      Figure 2: BCG Market Growth / Relative Share Matrix

      Figure 3: Project Portfolio Selection Process (Archer & Ghasemzadeh, 1999)

      Figure 4: Goals—Methods Matrix (Turner & Cochrane, 1993)

      Figure 5: High Level Research Model

      Figure 6: Detailed Research Model

      Figure 7: Canonical Correlation Model (all responses)

      Figure 8: Canonical Correlation Model (low performing organizations only)

      Figure 9: Organizational Performance in Different Governance Structures

      Figure 10: Final Model

      Figure 11: Broker—Stewart Model for Program and Portfolio Manager (after Turner & Keegan, 2001)

      Figure 12: Perspectives towards an Organization

      Figure 13: Project, Program, and Portfolio Performance in Different Governance Structures

      Acknowledgements

      This study was initiated by the Project Management Institute (PMI) as one of its activities to foster the advancement of project, program, and portfolio management. The authors are deeply indebted to PMI for their support and guidance throughout the study.

      We should give particular mention to Dr. Harry Stefanou from the PMI Project Management Research Program and to Prof. Dragan Milosevic for their guidance, as well as Wanda Curlee and Shelley Gaddie from the Project Management Research Member Advisory Group (RMAG) for their valuable contributions. We are especially grateful to our Research Coordinator, Eva Goldman, for her continuous support during the entire life cycle of the study.

      Further support was provided by the Research Institute of Umeå School of Business and Economics, Umeå University, Umeå, Sweden. Through additional funding and provision of the school’s facilities and technology, we were able to finish the study in the timeframe set in the beginning and reach our quality objectives. Special thanks are extended to Prof. Anders Söderholm, Prof. Maria Bengtsson, Prof. Kurt Brännäs and Associate Prof. Nils Wåhlin from Umeå University for their support of the study.

      During our presentation of the study results to the research community, we received a number of helpful recommendations and hints. We also thank attendees of the PMI Research Conference 2004 in London, UK, for their helpful comments on the subject.

      An empirical study like this would not have been possible without the voluntary help of practitioners, who devote their time and knowledge to the advancement of the profession. We thank, in particular, the interviewees and questionnaire respondents for taking the time and effort to share their knowledge with us, as well as those who provided further comments and descriptions of their program and portfolio management practices.

      Many more than we can mention here have helped us behind the scenes, including our families and friends. We could not have done this study without their help.

      Executive Summary

      What are middle managers’ roles and responsibilities in program and project portfolio management? What are the best practices of successful companies today? These questions are of increasing interest for organizations operating with limited resources and ambitious performance objectives. More and more organizations use projects as the building blocks for their business in order to deliver unique products or services to their

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