Multiple project management:
a modern competitive necessity
L. Dooley
Centre for Enterprise Management, School of Engineering,
University of Dundee, Dundee, UK
G. Lupton
Department of Industrial Engineering and Information Systems,
National University of Ireland, Galway, Ireland, and
D. O’Sullivan
Computer Integrated Manufacturing Research Unit (CIMRU),
National University of Ireland, Galway, Ireland
Abstract
Purpose – The paper aims to examine the theory of project and multiple project management and
develop a framework tool to facilitate the management of a portfolio of multiple projects across an
organisation and enhance the overall effectiveness of the process.
Design/methodology/approach – The methodology adopted in this paper was first, to undertake a
literature survey of the area and to distil the key elements affecting the management of multiple
projects within organisations. A number of interrelated tools to support effective management are then
developed and applied to a mall to medium-sized enterprise (SME) to validate their applicability.
Findings – The paper highlights that greater organisational efficiency and less conflict can be
achieved through greater structure and understanding of the intricacies of managing multiple projects.
Practical implications – Organisations can reduce the pressure imposed on staff as a result of the
matrix structure by clearer deployment of strategies to projects and increased awareness of risk of
conflict between function and project co-ordinators.
Originality/value – The value of the paper is that it presents organisations with a tool that
interrelates projects to strategy fulfilment and also identifies the level, focus and loading of projects to
individuals across the organisation. In this way organisations can better understand their
organisations and manage their portfolio process more effectively.
Keywords Organizational change, Project management, Portfolio investment
Paper type Research paper
Introduction
Daily organisations around the world make decisions altering strategic direction,
developing new products, enhancing capacity or introducing new
infrastructure/technology that will improve the efficiency and competitive position
of the organisation. Such changes do not occur in a vacuum but instead management
must attempt to balance between the ongoing requirements of the market place
(namely operations) and the requirement for the organisation to better position itself
for the future (namely develop). A common vehicle for planning and implementing
organisational change is that of projects whose teams are resourced by personnel with
operational commitments (Turner and Muller, 2003). As manufacturing engineers exist
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JMTM
16,5
466
Received March 2003
Revised February 2004
Accepted March 2004
Journal of Manufacturing Technology
Management
Vol. 16 No. 5, 2005
pp. 466-482
q Emerald Group Publishing Limited
1741-038X
DOI 10.1108/17410380510600464