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by Ralf Müller, Tomas Blomquist
Middle Managers in Program and Portfolio Management
Cover Page
Title Page
Copyright Page
Table of Contents
List of Tables
List of Figures
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
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