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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. viii - ix
Publisher: Cambridge University Press
Print publication year: 2017

Figures

  1. 1.1OPM and its lens of integration.

  2. 2.1Summary of key business decisions at the front end of the project.

  3. 2.2Illustration of the research setting in the construction project networks.

  4. 2.3Business issues in project control at the different levels of the PBO.

  5. 2.4Summary of key business decision issues in the postproject phase.

  6. 2.5Summary of business decisions over the project life cycle.

  7. 3.1Strategic project management maturity.

  8. 3.2Strategic vs. operational goal projects.

  9. 3.3Organizational demographics.

  10. 3.4SPMM dimensions’ means.

  11. 3.5Maturity dimensions and their impact on project strategic value.

  12. 4.1The strategic management process.

  13. 6.1Three organizations involved in the management of projects.

  14. 6.2Three levels of results on projects.

  15. 6.3Three portfolios of which the project is a part.

  16. 6.4The investment portfolio of the investor organization.

  17. 6.5Four roles in the governance of projects.

  18. 6.6Four governance structures for projects.

  19. 6.7The cascade from corporate strategy to project strategy

  20. 7.1The relationship between intended and realized strategy (based on Mintzberg & Waters, 1985).

  21. 7.2A project portfolio perspective of planned and emergent strategic elements.

  22. 7.3Cascade model. Extended from Morris & Jamieson, 2005.

  23. 8.1A possible management setting in an organization. The effectiveness in managing a group pf multiple projects: Factors of influence and measurement criteria.

  24. 9.1Theoretical background within a process approach.

  25. 9.2Case A: Organizational design.

  26. 9.3Case B: Organizational design.

  27. 9.4Case C: Organizational design.

  28. 10.1First-order v. second-order risk approaches.

  29. 10.2The Norwegian State Project Model – Stage Gate Approval process.

  30. 13.1Leading and leadership, vertically and horizontally.

  31. 15.1Knowledge services strategic framework.

  32. 15.2NASA Knowledge Map and legend.

  33. 15.3NASA REAL Knowledge model.

  34. 15.4The 4A Word Cloud.

  35. 15.5NASA Knowledge Referee process.

  36. 16.1Models of the relationship between project management and change management.

  37. 17.1Within- and between-project cross-fertilization.

  38. 17.2Interdisciplinary cross-fertilization.

  39. 19.1The Navigation Wheel.

  40. 22.1Illustrative hierarchy of projects as system actors within SD system.

  41. 22.2Individual project SD system actor.

  42. 22.3SD-OPM benefits keystone.

  43. 22.4SD benefits cocreation process.

  44. 23.1Three organizations involved in the management of projects.

  45. 23.2The project process and three levels of project results.

  46. 23.3The project management process.

  47. 23.4A stakeholder engagement process.

  48. 23.5A model for emotional intelligence.

  49. 23.6Four phases of project marketing.

  50. 23.7Three customers for the contractor’s account team.

  51. 24.1Intended and unintended effect of segregation in traffic and the shared space solution.

  52. 25.1The dynamic development process for the use of social media by project teams.

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