Multiple project management: a modern competitive necessity

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.

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