This paper explores the nature of organizational settings, where a large extent of the operations is organized as simultaneous or successive projects. Anchored in qualitative case studies, the paper analyzes why the resource allocation syndrome is the number one issue for multi-project management and discusses the underlying mechanisms behind this phenomenon. #
PurposeThe purpose of this paper is to situate project portfolio management practice and explore its improvisational nature. The overall aim is to deepen the knowledge of what project portfolio managers do when they manage portfolios based on an organizational theory perspective.Design/methodology/approachThis research explores the situated actions of project portfolio managers managing project portfolios and is based on two different case studies. The approach is qualitative and interpretative, with the aim of gradually developing an understanding.FindingsThe primary contributions in this paper are insights that enhance the understanding of project portfolio management practice, and the differences in practice between portfolio managers and project managers when creating “action space” and improvising. This knowledge is important for both project theory and project practice, for example when developing managerial competences and sense making structures as well as organizational design in order to increase competitiveness. The findings also contribute to project theory in relation to research on the “Practice Turn” and the literature on re‐situating projects.Research limitations/implicationsThe research implications emphasize the need for a better understanding of project portfolio management in practice, and an awareness of the need of uncertainty management executed by the portfolio managers situated actions (i.e. fulfilled by walk‐tour and circle communication).Practical implicationsThe practical implications are an awareness of the fact that project‐based organizational settings have to emphasize a holistic approach and acknowledge the need for situated leadership (in particular for their project portfolio managers).Originality/valueThis paper fulfills an identified need to study situated project portfolio management practice.
This is the published version of a paper published in Project Management Journal. Citation for the original published paper (version of record): Miterev, M., Engwall, M., Jerbrant, A. (2017) Mechanisms of isomorphism in project-based organizations. Project Management Journal, 48(5): 9-24 Access to the published version may require subscription. N.B. When citing this work, cite the original published paper. Permanent link to this version: This article challenges the dominant assumption of goal rationality behind temporary organizations' design in project-based organizations (PBOs). While extant literature posits that organizations strive to select the most appropriate project arrangements to fit particular task requirements at hand, findings from an in-depth ethnography-inspired case study suggest that projects in PBOs tend to imitate each other's structures, strategies, and practices with little consideration of the potential performance effects. Building upon the new institutionalism, this article conceptualizes the PBO as an organizational field of temporary and permanent organizations embedded in wider organizational and institutional fields and explicates isomorphic processes among temporary organizations in PBOs.
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