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Organizational Project Management

Theory and Implementation

Ralf Müller, Nathalie Drouin and Shankar Sankaran

This concise text introduces an integrated view of all project management-related activities in an organization, called Organizational Project Management (OPM). Practical cases from several organizations, as well as popular theories such as the Resource-Based Theory and Institutional Theory provide for an insightful yet realistic understanding of OPM as an integrative tool for organizations to improve their efficiency and effectiveness.
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Chapter 3: OPM approach

Ralf Müller, Nathalie Drouin and Shankar Sankaran


This chapter describes the strategic choices that guide the operations of the project-based part of an organization. These include the type of multi-project approach (i.e. the strategy for selecting projects), the decision on an organization-wide project management office (OPMO), and the level of projectification of the organization (i.e. the extent to which an organization uses projects and their management as an underlying principle to conduct its work). Each of these three concepts are discussed in detail. The strategic choices at this layer interact with the philosophical choices described in the previous chapter, but also influence the OPM governance layer (described in the following chapter), which extends these strategic choices into the particular governance approach of groups or all projects in the organization.

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