Cambridge handbook of organizational project management

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Bibliographic Information

Cambridge handbook of organizational project management

edited by Shankar Sankaran, Ralf Müller, Nathalie Drouin

Cambridge University Press, c2017

Available at  / 4 libraries

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Includes bibliographical references and index

Description and Table of Contents

Description

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.

Table of Contents

  • 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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