Middle Managers in Program and Project Portfolio Management
By Tomas Blomquist and Ralf Muller
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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.
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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