Presents a well-researched framework to explain the different preferences organizations have in goal setting, along with the best-practices, roles and responsibilities related to governance tasks. This book is suitable for project and programme managers, project sponsors and project board members.
The increasing "projectization" of organizations has led to a greater reliance on program and project portfolio management, and middle managers are playing a central role in the management of multiple simultaneous projects. Experienced project managers understand the value of defining project roles and responsibilities, but what are middle managers' roles and responsibilities in program and project portfolio management? What are the best practices of successful companies today?