Cambridge handbook of organizational project management
著者
書誌事項
Cambridge handbook of organizational project management
Cambridge University Press, c2017
大学図書館所蔵 全4件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references and index
内容説明・目次
内容説明
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.
目次
- Foreword
- Introduction
- Part I. Strategy: Section summary Nathalie Drouin
- 1. The nature of organizational project management through the lens of integration Nathalie Drouin, Ralf Muller and Shankar Sankaran
- 2. The business of projects in and across organizations Miia Martinsuo, Rami Sariola and Lauri Vuorinen
- 3. Strategic OPM: why companies need to adopt a strategic approach to project management? Vered Holzman, Aaron Shenhar and Joca Stefanovic
- 4. Strengthening the connections between strategy and organizational project management Kam Jugdev
- 5. Project portfolio management: a dynamic capability and strategic asset Catherine Killen and Nathalie Drouin
- Part II. Organizations: Section summary Ralf Muller
- 6. The governance of organizational project management Rodney Turner and Ralf Muller
- 7. Project portfolio management - the linchpin in strategy processes Julian Kopmann, Alexander Kock and Catherine Killen
- 8. Program management Peerasit Patanakul and Jeffrey Pinto
- 9. Organizing for the management of projects: the project management office in the dynamics of organizational design Monique Aubry and Melanie Lavoie-Tremblay
- 10. Project governance and risk management: from first-order economizing to second-order complexity Stephane Tywoniak and Christophe Bredillet
- Part III. People: Section summary Shankar Sankaran
- 11. Human resource management in organizational project management: current trends and future prospects Anne Keegan, Martina Huemann and Claudia Ringhofer
- 12. Stakeholders Pernille Eskerod
- 13. Balanced leadership: a new perspective for leadership in organizational project management Ralf Muller, Johan Packendorff and Shankar Sankaran
- 14. Project teams and their role in organizational project management Nathalie Drouin and Shankar Sankaran
- 15. REAL knowledge at NASA: a knowledge services model for the modern project environment Ed Hoffman and John Boyle
- 16. Change management as an organizational and project capability Julien Pollack
- 17. The behavioral 'glue' in OPM - a review on productive behaviors of project team members Timo Braun
- 18. Developing organizational project management competencies through industry clusters Chivonne Algeo and Julia Connell
- Part IV. New Directions: Section summary Shankar Sankaran
- 19. Ethics in projects Oyvind Kvalnes
- 20. Multilevel value creation in projects, programs and portfolios: results from two case studies Karyne Ang, Christopher Biesenthal and Catherine Killen
- 21. An inherent complexity: projects and organizations Kaye Remington
- 22. Organizational project management and sustainable development (SD): managing the interface of organization and project SD benefits Lynn Keeys and Martina Huemann
- 23. The marketing of organizational project management Rodney Turner and Laurence Lecoeuvre
- 24. Shared space for organizations: enablers for innovative projects Kim van Oorschot
- 25. Social media and project management: symbolism in action Helene Delerue and Tom Cronje
- Index
- Conclusions.
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