Strategic Control in Project Portfolio Management

This assignment examines the critical role of strategic control in achieving successful project portfolio management (PPM). Students analyze four research articles to explore how both emergent and deliberate strategic planning influence portfolio success. Key areas of focus include the impact of control techniques, the effectiveness of different PPM models, and the empowerment of project portfolio managers. The analysis aims to highlight the importance of balancing structured strategic approaches with the ability to adapt and respond to emerging opportunities in dynamic environments.

Running head: PROJECT & PROGRAM MANAGEMENT
PROJECT & PROGRAM MANAGEMENT
Name of the student
Name of the university
Author note

1PROJECT & PROGRAM MANAGEMENT
Executive summary:
The aim of the report was to analyze the given articles projecting project and program
management. A survey-based validation was constructed to realize the pros and cons of the the
same. the results indicate few innovative measures and the other steps towards the understanding
of the subject provided through the articles. This report concludes that proper comparison of
project and program management is essential for the understanding of the processes in the
management. It is recommended to follow the detail analysis and resolve the contradicting issues
as is presented in the report.

2PROJECT & PROGRAM MANAGEMENT
Table of Contents
INTRODUCTION:..........................................................................................................................3
DISCUSSION:.................................................................................................................................4
Ideas Completely New:................................................................................................................4
Ideas Reinforcing Prior Understanding of the Topic:..................................................................6
Contradicting Ideas:.....................................................................................................................7
Relevant Quotes:..........................................................................................................................9
Relevance of the Study:.............................................................................................................11
CONCLUSION:............................................................................................................................13
REFERENCES:.............................................................................................................................14

3PROJECT & PROGRAM MANAGEMENT
INTRODUCTION:
This report presents an insight regarding the various measures relative to project
managers inclusive of the managers and the relevant community or organization. In this report, a
reflective analysis in relevance to the four allowed articles, subjected to the mentioned objective
is presented addressing the queried pointers based on the reflective viewpoint on the subject of
the articles. The article presenting the competency model relative to the program managers is
introduced as article 1 in this very report (Dubois 1993). This article reflects the effectiveness
and the objectives regarding a program in any management related proceedings be it an internal
improvisation or an overall management and ranging to an enterprise resource planning (ERP).
The next article in queue is introduced as article 2 in this report deals with the functionality of
the project portfolio management in the improvisation related strategies both deliberate and
emergent (Kopmann et al. 2017). This article provides a brief exploration on the existing
strategic management measures and based on an available sample it is revealed that both the
form of strategies has a positive impact on the portfolio management. While in queue, are
present two more articles- article 3 and 4 respectively dealing with the relation between the
portfolio management and the prevailing performances introduced as the Integrated PPM process
while the other article corresponds to the empowerment required or necessary for the portfolio
managers (Padovani and Carvalho 2016). The paper provided for analysis utilizes the
functionality of the managers involved in the interplay linking the senior management and the
relevant impacts of the same (Jonas 2010). The upcoming sections present an insight regarding
the importance of project and program management.

4PROJECT & PROGRAM MANAGEMENT
DISCUSSION:
. The studies further suggest various factors are responsible for the efficient project
management. The conduction of survey is to evaluate the effectiveness of the program
management in delivering benefits from the collected funds.
Ideas Completely New:
From the article 1, the major point of interest in this analysis lies in the fact of compatible
person in regards to the program chosen (Dubois 1993). This very observation was a supportive
tool for the creation of competency model for the managers. Secondly, the introduction of
interpretive approach regarding work and worker orientation was another important theory
corresponds to various progressive measures that could provide guidance for the project
management. Thirdly, the worker-oriented analysis is potential enough to locate the attributes
necessary for the individual to perform the responsibilities. This is a generalized approach
revealing an interpretive approach concentrating on the facts the managers and the employees
conceive surrounding the work. Next, the theory provided by Thomas and Mengel bringing into
notice the interlinking between the competency and project management in an organization. This
reveals the proportion of complexities orienting an organization and the relatively increasing
understanding necessary, considering both internal and external environments. In the aspect of
personal competence, the need of a critical thinker is an innovative measure to identify crucial
situation.
Relative to article 2, the moderation analysis reveals the effective influence the
implication of deliberate strategy on portfolio management and success has a reduced effect
relative to any change in dynamics, relative to any introduction to environmental changes
(Kopmann et al. 2017). The study recognizes the interlinking that exists between the emerging

5PROJECT & PROGRAM MANAGEMENT
strategies and the strategic control in relevance to the portfolio management. The analysis
provides an insight that at the times of dynamic fluctuations the strategic control proves efficient
in the managing the limitations emergent strategies. In the final stage of theoretical implications,
offers the methodologies for planned emergence that exists between the concepts of strategic
control and planning.
In accordance to the article 3, the designing techniques of the PPM and P help in the
promotion of a different level of understanding (Padovani and Carvalho 2016). For the relative
construction of performance (P) the descriptive understanding of the portfolio management is set
as a multidimensional methodology leads to the rapid convergence of the measurement model in
the initial round as the manifest standards reflects improvised indicators. The idea of managing
the project portfolio can be considered as a new introduced and appreciable methodology to
determine the factors necessary for the portfolio management. The next major attribution from
this study can be stated relative to its comprehensiveness reflecting the ability in capturing the
contributions from various authors.
In the article 4, the method of multi-phased framework to evaluate the managerial tasks
in a way, exempts the research gap in relevance to work specifications for management actors
(Jonas 2010). The research procedures linked to the teams those introduce the concept of criteria
for effectiveness, the portfolio accomplishments collectively provides a way to evaluate the
effects of management involvement with comparatively more differentiated concepts of
empowerment and motivation, secondly, considering the various tasks as an integrated system
and finally, the anticipations regarding side effects utilizing the control variables.

6PROJECT & PROGRAM MANAGEMENT
Ideas Reinforcing Prior Understanding of the Topic:
In accordance with the model-development, resolving few of the complexities present in
the methodology of interactions were involved. Suggestive measures included the stakeholder
management, communication planning, social responsibility and other likewise strategic
planning as is required that can be stated with the former understanding relative to any
organizational model development (Dubois 1993). Similar standardized definitions can be
retained from the PMI addressing competence, knowledge, and skill. While the performance
competency was also evaluated using this model. The domains of the project management are
defined utilizing basic similar methodology of defining, initiating, monitoring, execution and the
relative closure of the program. The ideas relative to personal competencies also surrounds
around known fields of communication, leadership and negotiation.
In the article 2, the well-known fact is again established through the study that strategic
control is detrimental to management of deliberate strategy as well as any emergent situations
(Kopmann et al. 2017). The study reveals that portfolio management has a major role in the
configuration of strategic planning by displaying the various existing opportunities and
simultaneously provides the impetus for the strategy formulation. The prior understanding is
supported through the topic is established through the findings relative to the fact that a dual
process approach is beneficial for emergent and stable conditions. The findings relative to
strategic controls prove to provide nourishing impacts through formal procedures for the
emergent strategies. There are enough supporting evidences towards the detailing of planned
emergence, enhancing the research criteria for better organizational and relative environmental
dynamics. Through the managerial implications the consequent facts is supportive towards the

7PROJECT & PROGRAM MANAGEMENT
strategic control measures with the union of portfolio management, for worthy strategic
transformation.
Relative to article 3, the analysis set empirically revolving around the relationship the
portfolio management and performance have, the analysis deepens the former understanding of
the research procedures PPM and P along with its relation. From the analysis relative to the
understanding, the objectives set for the research to develop a project portfolio management were
established through the hypothesis (Padovani and Carvalho 2016).
In the article 4, the major objective of the study was to address the interplay between the
senior management and the portfolio managers alongside the impacts (Jonas 2010). Without any
doubt, the studies prove the importance of the management roles in the very proceedings.
Regarding the objective of the study, there are contributions to deepen the understanding of the
same. firstly, through segregation of management roles, secondly, the introduction of the role of
the management four phased and hence a multi-faced frame work and finally, the consideration
of temporal success segment and a dynamic multidimensional set up for he same.
Contradicting Ideas:
Relative to the model development in the article 1, the contradicting the idea to resolve
competency did not include the technical field while on conduction of survey audiences provide
various opinions about technical challenges (Dubois 1993). The authors yet with the help of
PMI do not express the exhaustiveness the units relative to performance. While the evidences
relative to the model predicts it to be neither exclusive nor exhaustive and depends on the
managers to determine the aspects of performance competence. The entire configuration of the
program management is not the responsibility of program managers and should be shared

8PROJECT & PROGRAM MANAGEMENT
equally among the operations and other departments while the stage set up for the success is
dependent on them.
In the article 2, in establishment of relationship between emerging strategies and strategic
control presents a contradiction following the expectations set, there are no available evidences
of the impacts on the emergent strategies in the aspect of strategic control depending on the
various changes in the dynamics relative to the environmental factors (Kopmann et al. 2017).
The research methodologies were applicable towards senior and middle managers but the
perspective from the top-level management and the project managers remains to be researched
for evaluating the strategy configuration. Although the study was not configured on the planned
emergence but the consistent readings from, the same reveals an increment of interest in the
same. Finally, the actual emergence of strategies remains to be discovered.
In article 3, the construction design relative to P in the process of understanding the
portfolio management can potentially affect the genre of performance standards in the
organizations oriented around the projects and wherein, the PPM is designed as on e of the
integral part of the process (Padovani and Carvalho 2016). Depending on the research
methodologies the points to be stated that needs further research are firstly, the evaluation
procedures set orienting to the respondents perceptions could be biased, secondly there is a
presence of application of non-probabilistic method and henceforth, the results obtained cannot
be generalized. Finally, the samples provided were not stratified according to sectors as for
country and the relevant size, thus the underlying contingent effects is not evaluated.
In relevance to the article 4, it is important to note that the three managerial roles are vital
for the project management but the probability of the negative impact depending on the

9PROJECT & PROGRAM MANAGEMENT
unintentional improvisation following the undesired relationship in relevance to the conflicts
even though a strong project manager is positively associated with the success rate (Jonas 2010).
Given the conditions for management development, the lacking interest of cooperation among
the management is a probable chance inducing negative effects. Another major pointer is the
consideration of only the three management roles, as a result neglecting the other several roles
that is integral to management. Next, is the traditional dynamics might increase the conflicts,
which requires future research utilizing the promotions for innovations. The study does not
highlight the conflicts of goals can be a source of balance among the PPM members.
Relevant Quotes:
In accordance to the article 1, the page 17 provides with few relevant quotes that might
prove to be supportive or worthy for future citations in relevance to the competency model set up
for the program managers. A tabulation of the same is provided in the following (Dubois 1993):
Firstly, as stated by Balestrero:
Quotes Page No.
‘Skilled talent is needed for success’ 17
‘My organization lacks execution skills critical to
success’
17
‘Our senior executives leave talent selection to unit
managers’
17
‘Our performance evaluation is based on financial
indicators only’
17
Table:1

10PROJECT & PROGRAM MANAGEMENT
In the article 2, the relevant quotes can be put forward in a tabulated form as is done
below (Kopmann et al. 2017).
Quotes Page no.
Strategic measures ‘needs to be pitched at a level
which is sufficient to capture the full range of
threats, opportunities and contingencies which
might bear upon the organization’s strategic
controls’
562
Portfolio management ‘can be viewed as
negotiation and bargaining and as structural
reconfiguration’
561
Interactive control is ‘means for surfacing and
acting upon emerging strategies’
559
Table:2
In accordance to the article 3, the quotes are presented below (Padovani and Carvalho 2016):
Quotes Page no.
‘the selection of the mode of measurement model
and the indicators must be based on
theoretical/conceptual reasoning before data
collection’
633
CTA is refer to ‘purely data-driven perspective
that needs to be supplemented with theoretical
considerations’
633
Table: 3

11PROJECT & PROGRAM MANAGEMENT
In accordance to the article 4, the relevant quotes might be as tabulated (Jonas 2010):
Quotes Page no.
‘ some control over the processes and outcomes of
decisions, thereby reassuring them about the likely
fairness of their long-term outcomes’
826
‘role clarity has been explored in literally hundreds
of occupational stress studies’
823
Table: 4
Relevance of the Study:
The decomposition relative to the analysis of the study provided in article 1(Dubois
1993), for the various competencies involved with personal and performance, the authors n the
participation validate the model for the program management and resolving the complexities
orienting the same. The model is presented as a subset belonging to the PgMPs; they are people
in contact provided the authors with the required information of the competency features. This
model serves benefits for the program management by supporting the program managers, as
there is an observed amount of increment in the interest towards the competence program
managers, setting the actual grounds for the organizational success.
Formulation relative to the existing formal strategy planning, through various studies has
proven to be insufficient in the configuration of strategic implementations especially surrounding
the changing dynamics relative to the environment. Emerging strategies prove to be beneficial
for the organizational sustainability in the future (Kopmann et al. 2017). The relative study in
article 2 helps in exploring the control techniques or methodologies oriented around the portfolio
level and the relative impact on emergent as well as deliberate strategies. Based on the collective

12PROJECT & PROGRAM MANAGEMENT
samples, it is revealed that both the forms of strategic planning proves to be important for the
portfolio success. As in the turbulent conditions, the deliberate process of strategic measures
decreases the accomplishments. The oriented strategic control helps in discovering the
opportunities through the unveiling of the emergent possibilities. Additionally, on analysis it is
found that implying deliberate strategy alongside the emergent ones channelizes the performance
effects of the strategic control. Henceforth, the study proves valuable in discovering the
importance of the strategic control on the purposeful management in relevance to the emergent
strategic measures.
The article 3, focuses to present a proposition and a valid structural model for the
efficient portfolio management (Padovani and Carvalho 2016). The study effectively proposes a
model and adapts a survey to validate the model accordingly. For further validation, the portfolio
management research utilizes 11 processes in the context of organization including the present
opportunities, decision, classifications and the synchronized approval and balancing. The
analysis of the article dominantly reflects the strong existing relationship performance and
portfolio management.
In the article 4, the study relates to the objective of focusing on the role and
empowerment of the project portfolio manager as this role is evidently valuable in the control of
the pivotal areas of management in innovating ways of managerial implementations (Jonas
2010). However, the study commendably focuses on the balance in the roles for the senior level
management, project managers through the anticipation of issues the traditional practitioners,
and explores the new introduced role and its impact on the project portfolio success. The study
reflects the importance of the reconfiguration in the design of the organizations’ governance

13PROJECT & PROGRAM MANAGEMENT
sector. The study provides the empirical study on the effects of power re-distribution in the case
of project management.
CONCLUSION:
On the analysis of the studies provided through the articles, a conclusion can possibly be
provided as, the understanding relative to comparisons on project or program management is
essential or is required. Program management is responsible for the maintenance of the
perspective in the enterprise level. A similar dedicate program does not suits all. Relative to the
achievement of managerial success, models are established with the major required
considerations. Adapting and developing a centralized organizational model is necessary. In
regards to PPM implementation procedures involves the correct establishment of portfolio
model, information system, PPM meetings and relevant budgeting processes.

14PROJECT & PROGRAM MANAGEMENT
REFERENCES:
Dubois, D.D., 1993. Competency-based performance improvement: A strategy for organizational
change. HRD Press, Inc., 22 Amherst Road, Amherst, MA 01002.
Jonas, D., 2010. Empowering project portfolio managers: How management involvement
impacts project portfolio management performance. International Journal of Project
Management, 28(8), pp.818-831.
Kopmann, J., Kock, A., Killen, C.P. and Gemünden, H.G., 2017. The role of project portfolio
management in fostering both deliberate and emergent strategy. International Journal of Project
Management, 35(4), pp.557-570.
Padovani, M. and Carvalho, M.M., 2016. Integrated PPM Process: Scale Development and
Validation. International Journal of Project Management, 34(4), pp.627-642.