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Multi-Project/Portfolio Level Roles
April 14, 2009 | Author: PM Hut | Filed under: Project Portfolio Management
Multi-Project/Portfolio Level Roles (#2 in the series The Key Integrative Roles in Project Management)
By Dr.Russell Archibald
Manager/Director of Project Management: Integrates the operational aspects of the work being done on all projects within the organization, and integrates the development and use of the organization’s project management methods and tools on all projects. This role has emerged in many organizations as they mature in their project management capabilities, and it recognizes that the project management function as an important capability within the organization, along with the more traditional functions of the agency,. The manager of project management may also be the project sponsor for specific projects, in some situations.
Some organizations have appointed a Chief Projects Officer, on a par with the position of Chief Information Officer. This position might combine aspects of the project sponsor and manager of project management roles.
The project management office has emerged in many organizations as the ‘home’ for the project management function. Dinsmore says “Any organization with a project backlog needs to support its projects from some coherent base. A project management home is just such a vantage point from which to support, influence, and direct project management endeavors.”5 He goes on describe four possibilities:
- The autonomous project team.
- The project support office.
- Project management center of excellence.
- The program management office.
Multi-project Manager or Program Manager: Integrates the efforts of all project contributors on his or her assigned projects. The multi-project manager or program manager performs the duties of the project manager on several projects at the same time. These may be several small projects, or a project manager near the end of one project may also be assigned to another project that is in its initial conception phase, for example. Strategically this role differs somewhat from the project manager since this person must often resolve conflicts between the two or more projects that she or he is managing. Depending on the number, size and nature of the projects, this role may take on some of the responsibilities of the manager of project management or the general manager. On some large aerospace programs, for example, a subordinate project manager is usually assigned to each project within the overall program.
Dr. Russell D. Archibald, PhD (Hon), MSc, Fellow PMI and APM/IPMA, PMP, is one of the six founding members of the Project Management Institute. Now semi-retired, he has many years of management experience in engineering and operations with a variety of major US corporations in Europe and South America as well as the US. He has made major contributions to the understanding of project management, is author of the best selling 2003 book “Managing High-Technology Programs and Projects” (published also in Russian, Chinese, and Italian), has trained more than a thousand program and project managers and project specialists around the world, and has consulted in project management to clients in 14 countries on 4 continents. E-mail: russell_archibald@yahoo.com. Website: www.russarchibald.com.
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