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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 5: Business integration

Ralf Müller, Nathalie Drouin and Shankar Sankaran


This chapter addresses the management of the business side of OPM. It deals with the management of groups of projects, predominantly portfolios, to facilitate their effective management. Here, decisions on the selection of business opportunities are made. The chapter therefore includes the traditional elements of portfolio strategy, portfolio management and portfolio optimization. It also addresses benefits realization management, an often neglected but important function for successful business management of projects. Collectively, these elements have a direct influence on the mix of projects, programmes or megaprojects in organizations. Implications for business integration stemming from constraints provided by OPM governance as well implications from business integration for the other project-related parts of the business are discussed.

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