Roles and Responsibilities of Program and Portfolio Managers. Dr Tomas Blomquist Dr Ralf Müller School of Business and Economics Umeå University
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1 Roles and Responsibilities of and Managers Dr Tomas Blomquist Dr Ralf Müller School of Business and Economics Umeå University
2 PMI s Research Confusion around terms program and portfolio management Need for better understanding Started 12/2003, targeted end date 03 /2004
3 Research approach Literature review 8 interviews / 10 persons 4 countries Construction, Telecom, IT and Food industry
4 s, s and s s standalone unique undertakings Multi-project organization Organizational-wise grouping of unrelated projects s of projects Grouping of projects with a shared strategic objective that cannot be reached by one project alone s of projects Grouping of projects to manage interfaces between them and prioritize resources (e.g. Archibald 2003)
5 Processes, and Management share the same groups of processes, but differ at the detailed level. These groups are: Initiation Planning Executing Controlling Closing PMI OPM3
6 s, s and s
7 s, s and s
8 First Results: Manager Responsibilities: Resource levelling Budget (financial results) Shareholder value Annual results
9 First Results: Manager Roles: Prior project execution Effectiveness Coordination Efficiency Resource planning / program selection Resource plan review Business procurement planning execution Identification of bad projects Participation in Steering Groups Prioritization of projects Collection and aggregation of reports Initiate reviews Handling of issues Coaching of PMs Improvement of processes
10 First Results: Manager Tools: Red / yellow / green reports Personnel / project time reports Status reports Profit & Loss Face to face meetings
11 First Results: Manager Anomalies: Responsibility for results Direct reports Staff responsibilities
12 of s
13 First Results: Manager Responsibilities: Planning Time and budget Stakeholder relations End result / product
14 First Results: Manager Roles: Prior project execution Effectiveness Coordination Efficiency Identification of Resource planning Resource selection business Synergy opportunities identification execution Identification of bad projects Participation in Steering Groups Coordination of projects Collection and aggregation of reports Review of projects Coaching of PMs Handling of issues Improvement of processes
15 First Results: Manager Tools: Various spreadsheets MS Subcontractor database Face to face meetings
16 First Results: Manager Anomalies: Resource responsibility Results responsibility Direct reports
17 Interpretation
18 Interpretation se Manager Manager Manager ation and planning Quality and feasibility of concepts and their planning. Timeliness of projects and fit to strategic goals. Resource availability, capability and costs cuting and trolling Implementing according to plan. Handover. Integrating projects in overall time plan. Linking project outputs and inputs. Optimizing resource allocation sing Administrative closeout. Capturing knowledge and lessons learned. Sharing knowledge and learning among projects. Sharing knowledge and learning among resources spective Temporary organization (project) perspective Integrated temporary and permanent organization perspective Permanent organizatio perspective
19 Interpretation objectives of client usiness jectives supplier Manager (Stewart) Manager (Broker) Client Busines objective of buye Manager objectives of program
20 Interpretation Perspectives towards an organization: Role of and Managers integrator Product Industry Functional coordinator escalation point consultant ks all perspectives of the multi-facetted picture of an organizati
21 Next Steps Presentation PMI Research Conference Worldwide Survey Article in Management Journal Monograph / booklet for PMI more conference papers
22 Next Steps Organizations with examples of or Management implementation are welcome to contact us Ralf and Tomas
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