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Vol. XII Issue V - May 2010

Project Management eJournal
FEATURED PAPER
The Interfaces Between Strategic Management of an Enterprise and Project Portfolio Management Within the Enterprise
By Russell D. Archibald
PhD, MSc, Fellow PMI, Fellow APM/IPMA, PMP
San Miguel de Allende, Mexico
ABSTRACT
The aim of this paper is to define the interfaces or inter-relationships between the business processes used to manage the strategic growth of an enterprise and those used to manage the program/project portfolios within the enterprise. It will clarify the boundaries between strategic management processes and project portfolio management processes, and identify who holds primary responsibilities for these inter-related sets of management processes. The main issues to be considered include:
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Is it possible to define a clear boundary between strategic and program/project portfolio management processes? It is concluded that this is possible and a boundary definition is presented for consideration.
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How should we differentiate between strategic project management and operational project management? An approach to such differentiation is proposed.
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Which, if any, of the strategic project management practices and processes should be considered to be within the domain of ‘project management’? A descriptive list of these is proposed.
What should be the role of a typical PMO in relation to 1) strategic management processes, and 2) both strategic and operational project management processes? A definition of this role is proposed.
The importance of identifying the major categories of project portfolios and of major categories projects within those enterprises is also discussed.
To read entire paper (click here)
![]() About the Author Russell Archibald Author Russell Archibald is one of the best known experts and consultants in the field of project and program management. With a career spanning more than 50 years, Russ has broad international experience in engineering, operations, program and project management. He has experienced three project management related careers: Management Consultant, Corporate Executive, and Military/Aerospace. Russ Archibald is the author of the best selling book, Managing High Technology Programs and Projects (3rd edition 2003, English, Chinese, Italian and Russian), 1st edition 1976, 2nd edition 1992, and the co-author of Network Based Management Information Systems (PERT/CPM) (1967). Russ has presented many articles and papers over the years at PMI and International Project Management Association (IPMA) conferences in North America, South America, and Europe, and is widely published in periodicals on professional project management. He holds Bachelor of Science (University of Missouri) and Master of Science (University of Texas, Austin) degrees in Mechanical Engineering. In recent years, Russ has consulted to a wide variety of large and small organizations in many industries worldwide. Russ Archibald is a Fellow and Certified Project Management Professional (PMP) of the Project Management Institute (PMI®) (member No. 6, one of the five original trustees), an Honorary Fellow of the Association of Project Management (APM) in the UK, and is listed in Who's Who in the World. Russ is also a Global Advisor to PMForum and a consultant to the US government. As a pioneer in the field, Russ received an honorary Ph.D. in strategy, program, and project management from the Ecole Superieure de Commerce de Lille (ESC-Lille) in Lille, France in August 2005. Russ is semi-retired and lives in Mexico. His personal web site is at www.russarchibald.com , email russell_archibald@yahoo.com. |
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