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 (Impact Factor: 2.44). 01/2007; 25(1):56-65. DOI: 10.1016/j.ijproman.2006.04.002


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.

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    • "Success in portfolio management is not necessary the same as success in project management. (Blomquist and Müller 2006; Martinsuo and Lehtonen 2007; Müller, Martinsuo et al. 2008; Teller, Unger et al. 2012) "
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    • "BCC is located at the portfolio management level in our model; however, portfolio management success is also influenced by the maturity of single project management activities. Previous research shows that single project management maturity is an important prerequisite for portfolio management [10], [26]. In the same way, the quality and accuracy of business cases stem from planning and monitoring skills at the single project level. "

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    • "As such, it is closely related to the programme planning framework and strategy that are developed during the initiation stage. Programme coordination is needed for the coordination of tasks, control of performance and support of project teams (Chen et al., 2013) and depends on information availability, goal-setting and systematic decision making in both projects and programmes (Martinsuo and Lehtonen, 2007; Teller et al., 2012). Programme adaptation is needed to address or anticipate contextual changes (Ritson et al., 2011; Shao and Müller, 2011) and depends on the fit between the programme and organisational strategies, the flexibility of programme structures and procedures and the adaptability of a programme to its context (Shao et al., 2012). "
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