Middle Managers in Program and Portfolio Management

Table of contents

1. Cover Page
2. Title Page
3. Copyright Page
4. Table of Contents
5. List of Tables
6. List of Figures
7. Acknowledgements
8. Executive Summary
   1. Introduction and Background
   2. Literature Review
   3. Methodology and Analysis
   4. Managerial Implications: What Middle Managers in Successful Organizations Do
   5. Theoretical Implications and Conclusions
9. Chapter 1: Introduction and Background
   1. Program and Portfolio Management as a Subset of Corporate Governance
   2. Governance and Transaction Cost Economics
   3. Research Questions
   4. Objectives
   5. Scope and Underlying Assumptions of this Study
   6. Management Process
   7. Milestones and Deliverables
   8. Supporting Organizations
   9. Report Structure
10. Chapter 2: Literature Review
    1. Project Portfolios and their Management
       1. Portfolio Definitions and Selection Techniques
       2. Planning and Managing Project Portfolios
       3. Competencies for Portfolio Management
    2. Programs and the Management of Programs
       1. Program Management as an Entity for Organizational Structure
       2. Program Management Processes and Life Cycles
       3. Competencies for Program Management
    3. Project Types and Program/Portfolio Management
    4. Environmental Complexity
11. Chapter 3: Methodology and Analysis
    1. The Qualitative Study
       1. Qualitative Data Analysis Results
    2. The Quantitative Study
       1. Sample Demographics
       2. Quantitative Data Analysis Results
    3. Results Triangulation
12. Chapter 4: Managerial Implications: What Middle Managers in Successful Organizations Do
    1. Organizing for Program and Portfolio Management
       1. Managers Activities in Program and Portfolio Management
    2. Middle Managers Roles in Program and Portfolio Management
    3. Portfolio Management Related Roles Prior to Project Execution
       1. Business Planning
       2. Project Selection
       3. Resource Planning
       4. Resource Procurement
       5. Project and Program Plan Review
    4. Program Management Related Roles Prior to Project Execution
       1. Identification of Business Opportunities
       2. Synergy Identification
       3. Resource Planning and Selection
    5. Program and Portfolio Management Related Roles during Project Execution
       1. Identification of Bad Projects
       2. Participation in Steering Groups
       3. Prioritization of Projects
       4. Coordination of Projects
       5. Collection and Aggregation of Reports
       6. Initiation of Reviews
       7. Handling of Issues
       8. Coaching of Project Managers
       9. Improvement of Processes
    6. Summary of Managerial Implications
13. Chapter 5: Theoretical Implications and Conclusions
    1. Theoretical Implications
    2. Suggestions for Further Research
    3. A Final Word
14. References
15. Appendix A: Interview Instrument
16. Appendix B: Questionnaire Instrument
17. Appendix C: Summary Tables
    1. Questionnaire Variable Descriptions
    2. Performance Differences by Governance Structure
    3. Performance Differences in Projects, Programs and Portfolios by Governance Structure
    4. Summary of Research Questions, Hypotheses and Results
18. Appendix D: Author Contact Information