Cambridge Handbook of Organizational Project Management
£142.00
- Editors:
- Shankar Sankaran, University of Technology, Sydney
- Ralf Müller, BI Norwegian Business School
- Nathalie Drouin, Université du Québec à Montréal
- Date Published: May 2017
- availability: In stock
- format: Hardback
- isbn: 9781107157729
£
142.00
Hardback
Other available formats:
eBook
Looking for an inspection copy?
This title is not currently available on inspection
-
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.
Read more- A multi-disciplinary approach that covers structural, organizational and people aspects of organizational project management (OPM) while also illustrating various facets of OPM in practice
- The composition and breadth of expert perspectives provided in the chapters help readers navigate through the complex issues that organizations face in OPM
- Promotes innovative ideas to integrate, manage and structure project management-related activities at various levels in an organization
Reviews & endorsements
'This book is both serious and inspiring; its presentation of organizational project management will satisfy even the most demanding readers. The very diverse chapter contents highlight the scope and importance of this new field of research and professional practice. Kudos to the three editors, who were able to recruit the most respected experts in this domain!' Mario Bourgault, Polytechnique Montréal, Canada
See more reviews'The Cambridge Handbook on Organisational Project Management sets a new standard of knowledge for anyone involved in the challenge of implementing the concept of a project-based organization by integrating all project, program and portfolio related activities within the entire organization.' Yvonne Schoper, Hochschule für Technik und Wirtschaft, Berlin and Member of the Presidential Advisory Board of GPM Deutsche Gesellschaft für Projektmanagement e.V
'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
Customer reviews
Not yet reviewed
Be the first to review
Review was not posted due to profanity
×Product details
- Date Published: May 2017
- format: Hardback
- isbn: 9781107157729
- length: 408 pages
- dimensions: 255 x 180 x 23 mm
- weight: 0.96kg
- availability: In stock
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 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.
Sorry, this resource is locked
Please register or sign in to request access. If you are having problems accessing these resources please email lecturers@cambridge.org
Register Sign in» Proceed
You are now leaving the Cambridge University Press website. Your eBook purchase and download will be completed by our partner www.ebooks.com. Please see the permission section of the www.ebooks.com catalogue page for details of the print & copy limits on our eBooks.
Continue ×Are you sure you want to delete your account?
This cannot be undone.
Thank you for your feedback which will help us improve our service.
If you requested a response, we will make sure to get back to you shortly.
×