Part II complements the strategy and business perspectives toward organizational project management (OPM) presented in Part I. It does this by addressing some key organizational, structural, and governance aspects of OPM.

Part II addresses some implications for organizing and structuring, as well as processes and tasks in OPM, such as those required to enable organizations to undertake the right projects and to support them organizationally. Through this, Part II goes beyond the management of single projects and considers the governance and management of groups and networks of projects, internal and external to the organization.

Part II starts with governance of organizational interfaces in projects. This addresses some of the often neglected interfaces between the governance of the project-based parts of the organization and the permanent organization. Governance of OPM acts, among other things, as the structure to link the organizational entities needed for managing the multiproject organization.

These organizational entities are addressed in the middle of Part II in the form of portfolio and program management. The organizational design of such entities is exemplified by a chapter on project management offices.

Toward the end of Part II, the chapters return to the theme of governance, this time addressing organizational risk management as a governance function in OPM.

Part II starts with Chapter 6, in which Rodney Turner and Ralf Müller describe some of the governance-related implications of OPM in terms of governing the interfaces between organizations involved in projects. These include the investor, the contractor, and the project organization. The chapter also describes the governance of the portfolios and project networks to which the projects of these organizations belong. This addresses some new and specific aspects of governance in the context of OPM and its implementation in organizations.

In Chapter 7, Julian Kopmann, Alexander Kock, and Catherine Killen move the focus from governance to management of portfolios. Here, the role of portfolio management in the interplay between strategy formulation and strategy implementation through project portfolios is explored. The chapter extends the existing literature, which mostly focuses on the implementation issues of portfolio management, by describing crucial processes and tasks that allow for linking the formulation and implementation of strategy, and hence provides for an organization-wide understanding of portfolio management.

In Chapter 8, Peerasit Patanakul and Jeff Pinto address program management as a function of OPM. The chapter positions the management of programs against that of projects, portfolios, and other multiproject settings. It describes how program management fits into a corporate-wide or OPM perspective. This paves the way for an integrated view of project, program, and portfolio management. A specific takeaway for readers are the examples from government programs, the recommendations for improving program performance, as well as some future directions for program management in OPM.

In Chapter 9, Monique Aubry and Mélanie Lavoie-Tremblay address organizational design for OPM. By using the example of project management offices, this chapter outlines the ways to address the design issues stemming from the individuality and specificity of organizational entities, which is necessary for them to be successful. The example used to illustrate this shows the wide variety of possible organizational designs, and that there is no “one size fits all.” The chapter provides an initial design framework for project management offices and its implementation process, and shows research results from applying this framework in the healthcare industry. It helps decision-makers in OPM settings to understand the importance of sense-making of their unique organizational circumstances, and the need to consider more than only technical issues for designing their organization.

In Chapter 10, Stephane Tywoniak and Christophe Bredillet address uncertainty adaptation in managing risk in OPM settings. Drawing from approaches in entrepreneurship (effectuation, design thinking) and high reliability organizations, a second-order complex thinking approach is suggested. For this, a required shift from risk management to uncertainty reduction and management is presented, which entails a change of focus from project governance to project governability.

The themes in Part II address the organizational design and setup for OPM. The chapters extend some already established concepts, but also provide new or complementary perspectives to existing theories of organizing for OPM. Thus, Part II reflects on and broadens the current set of theories, concepts, and knowledge discussed in recent years in the literature on organizing and governing for OPM.