References

Archer, N. P., & Ghasemzadeh, F. (1999). Project portfolio selection techniques: A review and a suggested integrated approach.” In, L. D. Dye & J. S. Pennypacker (Eds.), Project portfolio management (pp. 207–238). West Chester, PA: Center for Business Practices.

Archibald, R. D. (2003). Managing project portfolios, programs and multiple projects. Proceedings of the 17th World Conference on Project Management, June 5–6, Moscow, Russia.

Association for Project Management. (2004). Directing change: A guide to governance of project management. High Wycombe, UK: Author.

Baker, N., & Freeland, J. (1975). Recent advances in R&D benefit measurement and project selection methods. Management Science, 21(10), 1164–1175.

Bettis, R. A., & Hall, W. K. (1981). Strategic portfolio management in the multibusiness firm. California Management Review, 24(1), 23–38.

Blau, G. E., Pekny, J. F., Varma, V. A., & Bunch, P. R. (2004). Managing a portfolio of interdependent new product candidates in the pharmaceutical industry. Journal of Product Innovation Management, 21(4), 227–245.

Blomquist, T., & Müller, R. (2004a). Program and portfolio managers: Analysis of roles and responsibilities. In D. P. Slevin, D. L. Cleland, & J. K. Pinto (Eds.), Proceedings of the PMI Research Conference 2004, July 11–14, 2004 London. Newtown Square, PA: Project Management Institute.

Blomquist, T., & Müller, R. (2004b). Roles and responsibilities of program and portfolio managers. In D. P. Slevin, D. L. Cleland, & J. K. Pinto (Eds.), Innovations: Project management research 2004. Newtown Square, PA: Project Management Institute.

Blomquist, T., & Müller, R. (2005a). Practices, roles and responsibilities of middle managers in program and portfolio management. Manuscript submitted for publication.

Blomquist, T., & Packendorff, J. (1998). Learning from renewal projects: Content, context and embeddedness. In: R. A. Lundin & C. Midler (Eds.), Projects as arenas for renewal and learning processes (pp. 37–46). Norwell, MA: Kluwer Academic Publishers.

Blomquist, T., & Sandström, J. (2004). From issue to checkpoint and back: Managing green issues in R&D. Business Strategy and the Environment, 13(6), 363–373.

Brown, S. L., & Eisenhardt, K. M. (1995). Product development: Past research, present findings, and future directions. Academy of Management Review, 20(2), 343–378.

Burns, T., & Stalker, G. M. (1961). The management of innovation, New York: Oxford University Press.

Chien, C.-F. (2002). A portfolio-evaluation framework for selecting R&D projects. R&D Management, 32(4), 359–368.

Clark, K. B., & Fujimoto, T. (1991). Product development performance: Strategy, organization and management in the world auto industry. Boston: Harvard Business School.

Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd ed.). Hillsdale, NJ: Lawrence Erlbaum Associates, Inc.

Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (1997). Portfolio management in new product development: Lessons from the leaders—II. Research Technology Management, 40(6), 43–52.

Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (1998). Best practices for managing R&D portfolios. Research Technology Management, 41(4), 20–33.

Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2000). New problems, new solutions: Making portfolio management more effective. Research Technology Management, 43(2), 18–33.

Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2002). Optimizing the stage-gate process: What best-practice companies do—II. Research Technology Management, 45, (6), 43–49.

Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2004a). Benchmarking best NPD practices—I. Research Technology Management, 2004, 47, (1), 31–43.

Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2004b). Benchmarking best NPD practices—II. Research Technology Management, 2004, 47, (3), 50–59.

Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2004c). Benchmarking best NPD practices—III. Research Technology Management, 2004, 47, (6), 43–55.

Crawford, L., Hobbs, B., & Turner, J. R. (2004). Project categorization systems and their use in organizations: An empirical study. In D. Slevin, J. Pinto, D. Cleland (Eds.), Proceedings of the PMI Research Conference, July 11–14, 2004, London. Danilovic, M., & Sandkull, B. (2005). The use of dependence structure matrix and domain mapping matrix in managing uncertainty in multiple project situations. International Journal of Project Management, 23(3), 193–203.

Duncan, R. B. (1972). Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly, 17, (3), 313–327.

Dye, L. D., & Pennypacker, J. S. (1999). Project portfolio management. West Chester, PA: Center for Business Practices.

Ealy, L., & Soderberg, L. G. (1990). How Honda cures “design amnesia.” The McKinsey Quarterly, 1990, (1)., 3–14.

Elonen, S., & Artto, K. (2003). Problems in managing internal development projects in multi-project environments. International Journal of Project Management, 21(6), 395–402.

Englund, R. L., & Graham, R. J. (1999). From experience: Linking projects to strategy. Journal of Product Innovation Management, 16(1), 52–64.

Englund, R. L., & Müller, R. (2004). Leading change towards enterprise project management. Projects & Profits, ICFAI University Press, 2004, (November), 22–33.

Engwall, M., & Jerbrant, A. (2003). The resource allocation syndrome: The prime challenge of multi-project management? International Journal of Project Management, 21(6), 403–409.

Eskerod, P. (1996). Meaning and action in a multi-project environment. Understanding a multi-project environment by means of metaphors and basic assumptions. International Journal of Project Management, 14(2), 61–65.

Frame, J. D. (1994). The new project management. San Francisco: Jossey-Bass Inc.

Fricke, S. E., & Shenhar, A. J. (2000). Managing multiple engineering projects in a manufacturing support environment. IEEE Transactions on Engineering Management, 47(2), 258–268.

Galunic, D. C., & Eisenhardt, K. M. (1994). Renewing the strategy-structure-performance paradigm. Research in Organizational Behavior, 16 215–255.

Gareis, R. (2000). Program management and project portfolio management: New competences of project-oriented companies. Proceedings of IRNOP IV, International Research Network for Organizing by Projects, January 2000, Sydney, Australia.

Ghemawat, P. (1991). Commitment: The dynamic of strategy. New York: Free Press.

Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded theory. Hawthorne, NY: Aldine de Gruyter.

Gokhale, H., & Bhatia, M. L. (1997). A project planning and monitoring system for research projects. International Journal of Project Management, 15(3), 159–163.

Goold, M., & Luchs, K. S. (1996). Managing the multibusiness company. New York: Routledge.

Gray, R. C. (1997). Alternative approaches to programme management. International Journal of Project Management, 15(1), 5–9.

Guimaraes, T., & McKeen, J. D. (1989). The process of selecting information system projects. Database, 20(2), 18–24.

Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate data analysis (5th ed.). Upper Saddle River, NJ): Prentice Hall.

Hart, C. (1998). Doing a literature review. London: SAGE Publications Ltd.

Hendriks, M., Voeten, B., & Kroep, L. (1999). Human resource allocation in a multi-project R&D environment: Resource capacity allocation and project portfolio planning in practice. International Journal of Project Management, 17(3), 181–188.

Iyigün, M. G. (1993). A decision support system for R&D project selection and resource allocation under uncertainty. Project Management Journal, 24(4), 5–13.

Jick, T. D. (1979). Mixing qualitative and quantitative methods: Triangulation in action. Administrative Science Quarterly, 24, (4), 602–611.

Jugdev, K., & Müller, R. (2005). A retrospective look at our evolving understanding of project success. Project Management Journal, 36(4), 19–31.

Karimi, J., Bhattacherjee, A., Gupta, Y. P., & Somers, T. M. (2000). The effects of MIS steering committees on information technology management sophistication. Journal of Management Information Systems, 17(2), 207–230.

Kendall, G. I., & Rollins, S. C. (2003). Advanced portfolio management and the PMO. Boca Raton, FL: J. Ross Publishing, Inc.

Kerzner, H. (2001). Project management: A systems approach to planning, scheduling, and controlling (7th ed.). New York, NY: John Wiley & Sons.

Kess, P., & Haapasalo, H. (2002). Knowledge creation through a project review process in software production. International Journal of Production Economics, 80(1), 49–55.

Levene, R. J., & Braganza, A. (1996). Controlling the work scope in organisational transformation: A programme management approach. International Journal of Project Management, 14(6), 331–339.

Loch, C. H., & Bode-Greuel, K. (2001). Evaluating growth options as sources of value for pharmaceutical research projects. R&D Management, 31(2), 231–248.

Lycett, A., Rassau, A., & Danson, J. (2004). Programme management: A critical review. International Journal of Project Management, 22, (4), 289–299.

McGrath, J. E. (1982). Dilemmatics: The study of research choices and dilemmas. In J. E. McGrath, J. Martin, & R. A. Kulka (Eds.), Judgement calls in research. Beverly Hills, CA: SAGE Publications.

Meredith, J. R., & Mantel, S. J. (1999). Project selection. In L. D. Dye & J. S. Pennypacker (Eds.), Project portfolio management (pp. 135–168). West Chester, PA: Center for Business Practices.

Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis (2nd ed.). Thousand Oaks, CA: SAGE Publications.

Müller, R., & Turner, J. R. (2001). The impact of performance in project management knowledge areas on earned value results in information technology projects. Project Management: International Project Management Journal. Project Management Association Finland, Norwegian Project Management Forum, 7(1), 44–51.

Müller, R., & Blomquist, T. (2004). Analysis of roles and responsibilities of program and portfolio managers. In R. J. Harvey, J. G. Geraldi, & G. Adlbrecht (Eds.), Proceedings of the Global Project and Manufacturing Management Symposium. University of Siegen, Gemany, May 6–7, 2004.

Müller, R., & Turner, J. R. (2004), Cultural differences in project owner—manager communication. In D. P. Slevin, D. L. Cleland, & J. K. Pinto (Eds.), Innovations: Project management research 2004, Newtown Square, PA: Project Management Institute.

Müller, R., & Turner, J. R. (2005), The impact of principal-agent relationship and contract type on communication between project owner and manager. International Journal of Project Management. 23, (5), 398–403

Müller, R. (2003). Communication of information technology project sponsors and managers in buyer-seller relationships. DBA Thesis, Brunel University/Henley Management College, Henley-on-Thames, UK, www.dissertation.com.

Newell, S. (2004). Enhancing cross-project learning. Engineering Management Journal, 16(1), 12–20.

Nobelius, D. (2001). Empowering project scope decisions: Introducing R&D content graphs. R&D Management, 31(3), 265–274.

Nobeoka, K., & Cusumano, M. A. (1995). Multiproject strategy, design transfer, and project performance: A survey of automobile development projects in US and Japan. IEEE Transactions on Engineering Management, 42(4), 397–409.

OECD. (2004). OECD principles of corporate governance. Retrieved January 10, 2005, from www.oecd.org.

Partington, D., Pellegrinelli, S., & Young, M. (2005). Attributes and levels of programme management competence: An interpretive study. International Journal of Project Management, 23(2), 87–95.

Payne, J. H. (1995). Management of multiple simultaneous projects: A state-of-the-art review. International Journal of Project Management, 13(3), 163–168.

Pellegrinelli, S. (1997). Programme management: Organising project-based change. International Journal of Project Management, 15(3), 141–149.

Pellegrinelli, S. (2002). Shaping context: The role and challenge for programmes. International Journal of Project Management, 20, (3), 229–233.

Pellegrinelli, S., Partington, D., & Young, M. (2003). Understanding and assessing programme management competence. In Proceedings of PMI’s Global Congress 2003—Europe, May 2003, The Hague, The Netherlands.

Pethis, R. F., & Saias, M. (1978). Metalevel product-portfolio analysis: An enrichment of strategic planning suggested by organization theory. International Studies of Management and Organization, 8(4), 35–66.

Platje, A., Seidel, H., & Wadman, S. (1994). Project and portfolio planning cycle. International Journal of Project Management, 12(2), 100–106.

Project Management Institute. (2003). Organizational project management maturity model (OPM3®): Knowledge foundation. Newtown Square, PA: Author.

Project Management Institute. (2004). A guide to the project management body of knowledge (PMBOK® guide) (3rd ed.). Newtown Square, PA: Author.

Remenyi, D., Williams, B., Money, A., & Swartz, E. (1998). Doing research in business and management, London, UK: SAGE Publications.

Schmidt, R. L., & Freeland, J. R. (1992). Recent progress in modeling R&D project-selection processes. IEEE Transactions on Engineering Management, 39(2), 189–201.

Scott, A. (1997). Strategic planning. London: Pitman Publishing.

Shenhar, A. (2001). Contingency management in temporary, dynamic organizations: The comparative analysis of projects. Journal of High Technology Management Research, 12, (2), 239–271.

Simon, H. (1957). Models of man. New York: John Wiley & Sons.

Slevin, D. P., Cleland, D. L., & Pinto, J. K. (Eds.). (2004). Innovations: Project management research 2004, Newtown Square, PA: Project Management Institute.

Strauss, A., & Corbin, J. (1998). Basics of qualitative research. Thousand Oaks, CA: SAGE.

Thiry, M. (2004), For DAD: A programme management life-cycle process. International Journal of Project Management, 22, (3), 245–252.

Turner, J. R., & Speiser, A. (1992). Programme management and its information systems requirements. International Journal of Project Management, 10(4), 196–206.

Turner, J. R., & Cochrane, R. A. (1993). Goals-and-methods matrix: Coping with projects with ill defined goals and/or methods of achieving them. International Journal of Project Management, 11(2), 93–102.

Turner, J. R., & Keegan, A. (1999). The versatile project-based organization: Governance and operational control. European Management Journal, 17(3), 296–309.

Turner, J. R., & Keegan, A. (2001). Mechanisms of governance in the project-based organization: Roles of the broker and steward. European Management Journal, 19(3), 254–267.

Turner, J. R., & Müller, R. (2003). On the nature of the project as a temporary organization. International Journal of Project Management, 21(1), 1–7.

Turner, J. R., & Müller, R. (2004). Communication and co-operation on projects between the project owner as principal and the project manager as agent. European Management Journal, 22(3), 327–336.

Turner, J. R., (2004). Managing web projects. Aldershot, UK: Gower Publishing.

Wheelwright, S. C., & Clark, K. B. (1992). Creating project plans to focus product development. Harvard Business Review, 70, (2), 70–82.

Williamson, O. E. (1975). Markets and hierarchies: Analysis and antitrust implications. New York (NY): The Free Press.

Williamson, O. E. (1985). The economic institutions of capitalism. New York: The Free Press.

Yin, R. K. (1994). Case study research: Design and methods (2nd ed.). London: SAGE Publications Ltd.