Cambridge Handbook of Organizational Project Management

This comprehensive volume details the importance of integrating project management-related activities into the organizational hierarchy or network.

Shankar Sankaran (Edited by), Ralf Müller (Edited by), Nathalie Drouin (Edited by)

9781107157729, Cambridge University Press

Hardback, published 23 May 2017

408 pages
25.5 x 18 x 2.3 cm, 0.96 kg

'I would argue that this book makes a valuable contribution with new materials for those interested in OPM and project work. It takes an organisational-level perspective in the main and fills a number of gaps in the current book-level literature. … I would recommend that this book be considered as a serious reference book and that for many students and practitioners that this would be a highly valuable resource.' Derek Walker, International Journal of Managing Projects in Business

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.

Foreword
Introduction
Part I. Strategy: Section summary Nathalie Drouin
1. The nature of organizational project management through the lens of integration Nathalie Drouin, Ralf Müller 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 Müller, 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 Øyvind 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 Hélène Delerue and Tom Cronje
Index
Conclusions.

Subject Areas: Organizational theory & behaviour [KJU], Operational research [KJT], Management of specific areas [KJMV], Management decision making [KJMD], Management: leadership & motivation [KJMB], Management & management techniques [KJM], Business & management [KJ], Economics, finance, business & management [K], Occupational & industrial psychology [JMJ], Sociology: work & labour [JHBL]