Table of Contents
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
Scope and Underlying Assumptions of this Study
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
Chapter 3: Methodology and Analysis
Qualitative Data Analysis Results
Quantitative Data Analysis Results
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
Project and Program Plan Review
Program Management Related Roles Prior to Project Execution
Identification of Business Opportunities
Resource Planning and Selection
Program and Portfolio Management Related Roles during Project Execution
Identification of Bad Projects
Participation in Steering Groups
Collection and Aggregation of Reports
Summary of Managerial Implications
Chapter 5: Theoretical Implications and Conclusions
Suggestions for Further Research
Appendix A: Interview Instrument
Appendix B: Questionnaire Instrument
Questionnaire Variable Descriptions
Performance Differences by Governance Structure
Performance Differences in Projects, Programs and Portfolios by Governance Structure