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The Management of Project Management

There can be no good government until philosophers are kings and the kings, philosophers.

Plato, in the Republic

Keywords: Governance. 

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The Management of Project Management   [P162]

Project, Program and Portfolio Management are used to a greater or lesser extent by most organisations and are well defined and understood, if not uniformly well applied. Within this frame, projects start when they are formally authorised and finish when their deliverables are transitioned to the client. What is missing from the literature is the concept of an organisation’s overall Project Delivery Capability (PDC) or Value Delivery Capability (VDC), starting with processes to encourage innovation and assess the viability of ideas, through to the management of the organisational change needed to achieve the maximum value from the benefits created by effectively using each project’s deliverables.

This paper is a concept paper reflecting on the reasons for this omission. There would appear to be two key factors preventing program and project managers from achieving the level of success they are capable of, resulting in a significant loss of value to the organisations that initiate projects and programs.
This paper will define the gaps in current literature and practice then briefly outline the overall framework required by an organisation to effectively manage the management of its projects and programs, including:
The management of project management: A conceptual framework for project governance (Academic paper)
E.G. Too, P.Weaver, 2014, International Journal of Project Management  
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For an organization to create optimal value from its investment in projects there must be a clear link between the outputs created by the projects and the requirements of the organization's business strategy. This means that organizations that have a structure in place for aligning the project deliverables with their organizational goals will be better placed to realize their investment in projects, and achieve the value defined by their business strategies. This paper examines existing research, ideas and concepts of project governance and enterprise project management, and offers a framework to build on current theory development and practice. Synthesizing existing literature of project/program management, governance and portfolio management, this paper proposes four key elements to improve the performance of projects and hence create value for organizations. These four elements are:
  1. portfolio management: focused on selecting the right projects and programs to support the organization's strategy, and terminating ones that no longer contribute to the business success of the organization; 
  2. project sponsorship: providing the direct link between the executive and the project or program manager, focused on the whole project lifecycle; 
  3. Project Management Office (PMO): providing oversight and strategic reporting capabilities; 
  4. projects and program support: the effective support and management of projects and programs are the measures of an effective governance system.

The purpose of the framework described in this paper is to provide guidance to organizations in the development of effective project governance to optimize the management of projects.
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Author:  Patrick Weaver 

Previewed at:
AIPM 2012
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International Journal of Project Management
Volume 32, Issue 8, November 2014, Pages 1382–1394
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