Middle managers in program and project portfolio management : practices, roles and responsibilities /

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autores principales: Blomquist, Tomas, Müller, Ralf, 1957- (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Newtown Square, Pa. : Project Management Institute, ©2006.
Temas:
Project management.
Gestion de projet.
Project management
Project Management (PM)
Program Management.
Portfolio Management [Technique]
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Machine derived contents note: Executive Summary xi
  • Introduction and Background xii
  • Literature Review xiii
  • Methodology and Analysis xiii
  • Managerial Implications: What Middle Managers in Successful
  • Organizations Do xiv
  • Theoretical Implications and Conclusions xiv
  • Chapter 1: Introduction and Background 1
  • Program and Portfolio Management as a Subset of Corporate
  • Governance 2
  • Governance and Transaction Cost Economics 5
  • Research Questions 6
  • Objectives 6
  • Scope and Underlying Assumptions of this Study 7
  • Management Process 7
  • Milestones and Deliverables 8
  • Supporting Organizations 9
  • Report Structure 9
  • Chapter 2: Literature Review 11
  • Project Portfolios and their Management 11
  • Portfolio Definitions and Selection Techniques 13
  • Planning and Managing Project Portfolios 17
  • Competencies for Portfolio Management 19
  • Programs and the Management of Programs 20
  • Program Management as an Entity for Organizational
  • Structure 20
  • Program Management Processes and Life Cycles 21
  • Competencies for Program Management 22
  • Project Types and Program/Portfolio Management 23
  • Environmental Complexity 25
  • Chapter 3: Methodology and Analysis 29
  • The Qualitative Study 29
  • Qualitative Data Analysis Results 32
  • The Quantitative Study 34
  • Sample Demographics 35
  • Quantitative Data Analysis Results 38
  • Results Triangulation 44
  • Chapter 4: Managerial Implications: What Middle Managers in
  • Successful Organizations Do 47
  • Organizing for Program and Portfolio Management 47
  • Managers Activities in Program and Portfolio
  • Management 49
  • Middle Managers Roles in Program and Portfolio
  • Management 52
  • Portfolio Management Related Roles Prior to Project
  • Execution 53
  • Business Planning 53
  • Project Selection 54
  • Resource Planning 55
  • Resource Procurement 56
  • Project and Program Plan Review 57
  • Program Management Related Roles Prior to Project
  • Execution 58
  • Identification of Business Opportunities 58
  • Synergy Identification 59
  • Resource Planning and Selection 59
  • Program and Portfolio Management Related Roles during
  • Project Execution 60
  • Identification of Bad Projects 60
  • Participation in Steering Groups 61
  • Prioritization of Projects 62
  • Coordination of Projects 63
  • Collection and Aggregation of Reports 63
  • Initiation of Reviews 64
  • Handling of Issues 64
  • Coaching of Project Managers 65
  • Improvement of Processes 65
  • Summary of Managerial Implications 65
  • Chapter 5: Theoretical Implications and Conclusions 67
  • Theoretical Implications 69
  • Suggestions for Further Research 73
  • A Final Word 74.

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