Role of single-project management in achieving portfolio management efficiency

Helsinki University of Technology, Department of Industrial Engineering and Management, P.O. Box 5500, FI-02015 TKK, Finland
International Journal of Project Management 01/2007; DOI: 10.1016/j.ijproman.2006.04.002

ABSTRACT This paper examines how single-project management contributes to project portfolio management efficiency. Earlier research has suggested that single-project management may be related to project portfolio-level success, but empirical evidence has been scarce. A questionnaire survey with 279 firms verifies the hypothesized role of information availability, goal setting and systematic decision making in achieving portfolio management efficiency. The results reveal a mediating and direct role of project management efficiency but reject the hypothesized link between reaching project goals and portfolio management efficiency. The results imply that understanding of portfolio-level issues needs to be considered as part of project managers’ capabilities and not only a top management concern.

  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Project portfolio management offices (PPMOs) are a subset of project management offices (PMOs) that handle collections of multiple single projects and programmes, i.e. portfolios. PPMOs are centralised organisational units that cater to the demands of various stakeholders by performing specialised tasks. They are initiated by their organisation's leadership in response to increasing management challenges originating from project portfolios. Although there has been considerable research on PMOs in general, not only a clear understanding of multi-project PMOs' activity patterns set in specific contexts like project portfolio management, but also both existence and mode of multi-project PMOs' contribution to successful performance are still lacking. By quantitatively analysing PPMOs in 278 portfolios, we identify three different activity patterns, which are interpreted as distinctive roles. We show a significant positive effect of PPMOs' coordinating and controlling roles on performance in terms of project portfolio management quality, which is a predictor of portfolio success.
    International Journal of Project Management. 07/2012; 30(5):608–620.
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Project Portfolio Management (PPM) is increasingly adopted by organizations in Australia. In order to select, prioritize and monitor simultaneous on-going projects with limited resources, there is a need for PPM to optimize investment by utilising a PPM governance structure to deal with constant change and focus on achievement of organizational strategy. This is particularly relevant in order to build on national and global recovery. PPM, due to its ambiguity and complexity, brings a great challenge for the portfolio manager to manage its processes, people and practices. However, literature indicates that PPM practices vary and need to be adapted to organizational situations according to project types and environmental complexity. The aim of the research discussed in this paper is to investigate the roles, responsibilities and practices of project portfolio managers in services and products organizations in Australia. It also aims to relate the relationship between project types and environmental complexity of organization with the practices, roles and responsibilities of Portfolio Manager. Their influences to ensure that the best projects are selected and investments are optimized are the concern of this paper. By reviewing the literature on PPM, this paper hypothesizes that project types and environmental complexity will influence the roles, responsibilities and practices of the project portfolio manager. Based on these findings, a research model is proposed, and further research to test the validity of the model is suggested.
    Information Services papers.
  • Source


Available from