Strategic Business Management through Multiple Projects

Abstract

E ffective management of single projects does not suffice in today's organizations. Instead, the managerial focus in firms has shifted toward simultaneous management of whole collections of projects as one large entity, and toward effective linking of this set of projects to the ultimate business purpose. This approach is contained in concepts of project-based management, programs, and portfolios. Portfolios of different project types are typically positioned under the governance of organizational units or responsibility areas (see Figure 1.1). Management processes above projects must link projects to business goals and assist in reaching or exceeding the expectations set by company strategy.One major starting point for the development of business-oriented management of projects in a company context was introduced in the end of 1980s in an expert seminar in Vienna, where the contribution of project management to the general world of management was discussed as contained in the concept of ''management by projects'' (see the chapter by Gareis). Since that time there have been an increasing number of studies on the broader role available for project-based management, project-based organizations, and project business. Recent examples of such studies include Turner (1999),

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Private finance for the delivery of school projects in England

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A methodology for assessing the effect of portfolio management on NPD performance based on Bayesian network scenarios

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