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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 7: Project governance

Ralf Müller, Nathalie Drouin and Shankar Sankaran


This chapter addresses project governance in an OPM context. The OPM model elements addressed here are roles and institutions, such as steering groups or tactical project management offices (PMOs), policies that govern the execution of project management in organizations, relations, such as contracts and other agreements, as well as project management methodologies. This is set in the context of popular governance theories, such as agency theory, stewardship theory and transaction cost economics theory. Implications stemming from constraints imposed from higher management levels are discussed, as are the impacts of decisions in project governance on projects and their management.

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