Program and portfolio managers

analysis of roles and responsibilities

Too often, project management practitioners and researchers freely interchange three unrelated terms: multi-project management, program management, and portfolio management. And in doing so, they further confuse the field's understanding of these differing concepts. This paper describes the results of the first qualitative investigation dedicated to identifying the different roles and responsibilities defining program managers and portfolio managers. In doing so, it reviews the recent literature on program and portfolio management, defining each discipline and identifying each one's key elements--goals, processes, competencies. It also explains the differing perspectives of implementing projects held by project managers, program managers, and portfolio managers. It then outlines the qualitative study's methodology, identifying its nine interview participants according to professional role, organizational industry, and geographic location. It also discusses the study's findings, detailing--in relation to reali
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