Date of this Version
The increasing use of project and programs by organizations to achieve business strategy and goals have led to the need to understand project portfolio management. Along with the increasing 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 is to investigate the governance structures and the roles, responsibilities and practices of portfolio managers. A sequential mixed method approach under a realism paradigm is used. This paper presents the first stage qualitative study, using an inductive interview based approach with six portfolio managers for six organizations in Australia. The results from the qualitative study are used to validate the research model developed on the basis of previous research and develop the constructs for the concept of portfolio context and the roles, responsibilities and practices of portfolio managers.
This document has been peer reviewed.