OVERVIEW

The increasing use of projects and programs by organizations to achieve business strategy and goals has led to the need to understand project portfolio management. Along with the added diffusion of portfolio management, a new managerial role evolves: the portfolio manager. This new role is pivotal in planning and controlling complex project landscapes more effectively and efficiently. This study investigates the governance structures and the roles, responsibilities and practices of portfolio managers. A sequential mixed method approach under a realism paradigm is employed, and includes an inductive interview-based approach with six portfolio managers for six organizations in Australia. The results of these case studies are used to validate the research model based on previous work and develop the constructs for a new concept for project portfolio management