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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 4: OPM governance

Ralf Müller, Nathalie Drouin and Shankar Sankaran


This chapter extends the strategic approach chosen for the project-based part of the organization into the realm of governing this part. It describes the means for the governance of groups of projects, such as programmes and/or portfolios of projects, or the entirety of all projects in an organization. Thus, it addresses governance of projects, that is, the governance-related commonalities across projects in a group or all projects in the organization. OPM governance as described for this layer of the OPM model consists of the different project governance paradigms, the differences in governance models, the role of governmentality in the implementation of governance structures, and the governance of project management as a service within the organization. Contingencies and constraints from the organizational strategy are discussed, as well as implications of OPM governance on the other parts of the OPM system.

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