the Australian experience
The increasing use of projects and programs by organizations to achieve business strategy and goals has led to the need for understanding project portfolio management. Along with the increasing diffusion of portfolio management, a new managerial role has evolved: the portfolio manager. This new role is pivotal in planning and controlling complex landscapes more effectively and efficiently. This study investigates the governance structures and the roles, responsibilities, and practices of portfolio managers. Its aim is to identify the theoretical gap in the area of portfolio management, particularly concerning the role of managers in portfolio management. A sequential mixed-method approach under a realism paradigm is used. This article presents the first-stage qualitative study, using an inductive interview-based approach with six portfolio managers from six organizations in Australia.