Peerasit Patanakul

Key Drivers of Effectiveness in Managing a Group of Multiple Projects

Because of resource limitations, project managers in many organizations are tasked to lead more than one project at a time. In this research, these project managers are referred to as multiple-project managers and such a management condition is referred to as management of a group of multiple projects (MGMP). This study is among the first to investigate effectiveness in MGMP, a multiple project management form that has been utilized widely in industry but not broadly researched. The objective is to empirically identify the significant predictors of MGMP effectiveness in terms of two criteria: project performance and the learning of project managers. This study is a continuation of previous research, which was conducted using a case study methodology to explore the definition of MGMP effectiveness, factors affecting MGMP effectiveness, and criteria for measuring such effectiveness. Based on a survey of 169 multiple-project managers, the findings from the research reported in this paper suggest multiple factors as significant predictors of MGMP effectiveness. First, the competencies of multiple-project managers in terms of multitasking and multiteam management were found to contribute to both dimensions of effectiveness. Second, project manager assignment and sufficient resource allocation contribute to improved project performance. Finally, management of the interdependence between projects contributes to project manager learning.

Project Manager Assignment: A Strategic Perspective

As projects are important to business success and the success or failure of a project partly depends on who manages it, assigning a project to a project manager is therefore among the strategic decisions in project management. Despite its importance, literature on project manager assignment is rather limited. In practice, with the resource constraints faced by a typical organization, making appropriate assignment decisions can be challenging. This challenge is even more paramount in a setting where project managers lead multiple, concurrent projects. Strategically speaking, management should assign projects to project managers in such a way that the assignments enhance the accomplishment of the organizations strategic objectives. This paper introduces a strategic aspect of project manager assignment. It starts with the discussion on the significance and challenges of making assignment decisions. Based on extensive research, a process including the criteria for project manager assignment is discussed. The paper also provides an overview of an optimization-based methodology for project manager assignment. Future research is suggested.

Project Management in Multi-Project Environments

This chapter discusses project management in multi-project environments, which can be seen from the organizational level and project manager level. From the organizational level, such a practice can be seen in the contexts of multiple project management, project portfolio management, and project management office. From the project manager level, it can be seen in the context of the management of a group of multiple projects. To illustrate such a practice, first, the chapter introduces the concept of multiple project management (MPM) and contrasts it with that of project portfolio management (PPM). Second, the concept of the management of a group of multiple projects (MGMP) is introduced together with key factors contributing to MGMP effectiveness. Those factors include project manager assignment, resource allocation, organizational culture, project management processes, and competencies of multiple-project managers. Third, the chapter discusses the concepts of project management office (PMO) and different forms of PMO representing PMO as a project office, a functional project office, a customer group project office, a project management center of excellence, a coordinating center, and a corporate project office.