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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 8: Project management

Ralf Müller, Nathalie Drouin and Shankar Sankaran

Extract

This chapter addresses the innermost layer of the OPM model, that is, project management. Here, selected opportunities are transformed into tangible products and valuable services that provide benefits to individuals, organizations, governments and/or societies. With this chapter we complete the description of the OPM model, hence it is the capstone chapter of the book. We start with a brief history of project management, then discuss the different life-cycles of projects, such as traditional sequential, iterative and agile. Then we discuss planning and scheduling, as well as implementation and control approaches for projects, followed by risk and change management. This section ends with a look at newer developments and alternative approaches to traditional project management. This is followed by a discussion about the concept of project success. Finally, we discuss leadership in terms of vertical, horizontal, shared, distributed and balanced leadership and how it unfolds in projects.

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