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Contents

Published online by Cambridge University Press:  08 June 2017

Edited by
Shankar Sankaran ,
Ralf Müller  and
Nathalie Drouin
Shankar Sankaran
Affiliation:
University of Technology, Sydney
Ralf Müller
Affiliation:
BI Norwegian Business School
Nathalie Drouin
Affiliation:
Université du Québec à Montréal

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Type
Chapter
Information
Cambridge Handbook of Organizational Project Management , pp. v - vii
Publisher: Cambridge University Press
Print publication year: 2017

Contents

  1. List of Figures

  2. List of Tables

  3. List of Contributors

  4. Foreword Jörg Sydow

  5. Introduction

    Shankar Sankaran, Ralf Müller, and Nathalie Drouin

  6. Part IStrategy

    1. Introduction to Part I

      Nathalie Drouin

    2. 1The Nature of Organizational Project Management through the Lens of Integration

      Nathalie Drouin, Ralf Müller, and Shankar Sankaran

    3. 2The Business of Projects in and across Organizations

      Miia Martinsuo, Rami Sariola, and Lauri Vuorinen

    4. 3Strategic OPMWhy Companies Need to Adopt a Strategic Approach to Project Management

      Vered Holzmann, Aaron Shenhar, and Joca Stefanovic

    5. 4Strengthening the Connections between Strategy and Organizational Project Management

      Kam Jugdev

    6. 5Project Portfolio ManagementA Dynamic Capability and Strategic Asset

      Catherine P. Killen and Nathalie Drouin

  7. Part IIOrganizations

    1. Introduction to Part II

      Ralf Müller

    2. 6The Governance of Organizational Project Management

      Rodney Turner and Ralf Müller

    3. 7Project Portfolio ManagementThe Linchpin in Strategy Processes

      Julian Kopmann, Alexander Kock, and Catherine P. Killen

    4. 8Program Management

      Peerasit Patanakul and Jeffrey K. Pinto

    5. 9Organizing for the Management of ProjectsThe Project Management Office in the Dynamics of Organizational Design

      Monique Aubry and Mélanie Lavoie-Tremblay

    6. 10Project Governance and Risk ManagementFrom First-Order Economizing to Second-Order Complexity

      Stephane Tywoniak and Christophe Bredillet

  8. Part IIIPeople

    1. Introduction to Part III

      Shankar Sankaran

    2. 11Human Resource Management in Organizational Project ManagementCurrent Trends and Future Prospects

      Anne Keegan, Martina Huemann, and Claudia Ringhofer

    3. 12Stakeholders

      Pernille Eskerod

    4. 13Balanced LeadershipA New Perspective for Leadership in Organizational Project Management

      Ralf Müller, Johann Packendorff, and Shankar Sankaran

    5. 14Project Teams and Their Role in Organizational Project Management

      Nathalie Drouin and Shankar Sankaran

    6. 15REAL Knowledge at NASAA Knowledge Services Model for the Modern Project Environment

      Ed Hoffman and Jon Boyle

    7. 16Change Management as an Organizational and Project Capability

      Julien Pollack

    8. 17The Behavioral “Glue” in OPMA Review of Productive Behaviors of Project Team Members

      Timo Braun

    9. 18Developing Organizational Project Management Competencies through Industry Clusters

      Chivonne Algeo and Julia Connell

  9. Part IVNew Directions

    1. Introduction to Part IV

      Shankar Sankaran

    2. 19Ethics in Projects

      Øyvind Kvalnes

    3. 20Multilevel Value Creation in Projects, Programs, and PortfoliosResults from Two Case Studies

      Karyne Ang and Christopher Biesenthal

    4. 21An Inherent ComplexityProjects and Organizations

      Kaye Remington

    5. 22Organizational Project Management and Sustainable Development (SD)Managing the Interface of Organization and Project SD Benefits

      Lynn A. Keeys and Martina Huemann

    6. 23The Marketing of Organizational Project Management

      Rodney Turner and Laurence Lecoeuvre

    7. 24Shared Space for OrganizationsEnablers for Innovative Projects

      Kim van Oorschot

    8. 25Social Media and Project ManagementSymbolism in Action

      Hélène Delerue and Tom Cronje

  10. Conclusions

    Ralf Müller, Shankar Sankaran, and Nathalie Drouin

  11. Index

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