Cambridge Handbook of Organizational Project Management
- 11h 47m
- Nathalie Drouin (eds), Ralf Müller, Shankar Sankaran
- Cambridge University Press
- 2017
In recent years, organizational project management (OPM) has emerged as a field focused on how project, program and portfolio management practices strategically help firms realize organizational goals. There is a compelling need to address the totality of project-related work at the organizational level, providing a view of organizations as a network of projects to be coordinated among themselves, integrated by the more permanent organization, and to move away from a focus on individual projects. This comprehensive volume provides views from a wide range of international scholars researching OPM at a cross-disciplinary level. It covers concepts, theories and practices from disciplines allied to management, such as strategic management, organization sciences and behavioural science. It will be a valuable read for scholars and practitioners alike, who are looking to enrich their understanding of OPM and further investigate this new phenomenon.
In this Book
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The Nature of Organizational Project Management through the Lens of Integration
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The Business of Projects in and Across Organizations
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Strategic OPM: Why Companies Need to Adopt a Strategic Approach to Project Management
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Strengthening the Connections between Strategy and Organizational Project Management
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Project Portfolio Management: A Dynamic Capability and Strategic Asset
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The Governance of Organizational Project Management
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Project Portfolio Management: The Linchpin in Strategy Processes
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Program Management
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Organizing for the Management of Projects: The Project Management Office in the Dynamics of Organizational Design
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Project Governance and Risk Management: From First-Order Economizing to Second-Order Complexity
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Human Resource Management in Organizational Project Management: Current Trends and Future Prospects
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Stakeholders
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Balanced Leadership: A New Perspective for Leadership in Organizational Project Management
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Project Teams and Their Role in Organizational Project Management
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REAL Knowledge at NASA: A Knowledge Services Model for the Modern Project Environment
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Change Management as an Organizational and Project Capability
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The Behavioral "Glue" in OPM: A Review of Productive Behaviors of Project Team Members
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Developing Organizational Project Management Competencies through Industry Clusters
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Ethics in Projects
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Multilevel Value Creation in Projects, Programs, and Portfolios: Results from Two Case Studies
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An Inherent Complexity: Projects and Organizations
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Organizational Project Management and Sustainable Development (SD): Managing the Interface of Organization and Project SD Benefits
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The Marketing of Organizational Project Management
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Shared Space for Organizations: Enablers for Innovative Projects
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Social Media and Project Management: Symbolism in Action
