Cambridge Handbook of Organizational Project Management

Herausgeber: Drouin, Nathalie; Sankaran, Shankar; Müller, Ralf

• Gebundenes Buch

Produktbeschreibung

This comprehensive volume details the importance of integrating project management-related activities into the organizational hierarchy or network.

Produktdetails

• Verlag: Cambridge University Press
• Seitenzahl: 412
• Erscheinungstermin: 8. März 2019
• Englisch
• Abmessung: 250mm x 175mm x 27mm
• Gewicht: 889g
• ISBN-13: 9781107157729
• ISBN-10: 1107157722
• Artikelnr.: 48433176

Inhaltsangabe

Foreword; Introduction; Part I. Strategy: Section summary Nathalie Drouin;
1. The nature of organizational project management through the lens of
integration Nathalie Drouin, Ralf Müller and Shankar Sankaran; 2. The
business of projects in and across organizations Miia Martinsuo, Rami
Sariola and Lauri Vuorinen; 3. Strategic OPM: why companies need to adopt a
strategic approach to project management? Vered Holzman, Aaron Shenhar and
Joca Stefanovic; 4. Strengthening the connections between strategy and
organizational project management Kam Jugdev; 5. Project portfolio
management: a dynamic capability and strategic asset Catherine Killen and
Nathalie Drouin; Part II. Organizations: Section summary Ralf Muller; 6.
The governance of organizational project management Rodney Turner and Ralf
Muller; 7. Project portfolio management - the linchpin in strategy
processes Julian Kopmann, Alexander Kock and Catherine Killen; 8. Program
management Peerasit Patanakul and Jeffrey Pinto; 9. Organizing for the
management of projects: the project management office in the dynamics of
organizational design Monique Aubry and Melanie Lavoie-Tremblay; 10.
Project governance and risk management: from first-order economizing to
second-order complexity Stephane Tywoniak and Christophe Bredillet; Part
III. People: Section summary Shankar Sankaran; 11. Human resource
management in organizational project management: current trends and future
prospects Anne Keegan, Martina Huemann and Claudia Ringhofer; 12.
Stakeholders Pernille Eskerod; 13. Balanced leadership: a new perspective
for leadership in organizational project management Ralf Müller, Johan
Packendorff and Shankar Sankaran; 14. Project teams and their role in
organizational project management Nathalie Drouin and Shankar Sankaran; 15.
REAL knowledge at NASA: a knowledge services model for the modern project
environment Ed Hoffman and John Boyle; 16. Change management as an
organizational and project capability Julien Pollack; 17. The behavioral
'glue' in OPM - a review on productive behaviors of project team members
Timo Braun; 18. Developing organizational project management competencies
through industry clusters Chivonne Algeo and Julia Connell; Part IV. New
Directions: Section summary Shankar Sankaran; 19. Ethics in projects Øyvind
Kvalnes; 20. Multilevel value creation in projects, programs and
portfolios: results from two case studies Karyne Ang, Christopher
Biesenthal and Catherine Killen; 21. An inherent complexity: projects and
organizations Kaye Remington; 22. Organizational project management and
sustainable development (SD): managing the interface of organization and
project SD benefits Lynn Keeys and Martina Huemann; 23. The marketing of
organizational project management Rodney Turner and Laurence Lecoeuvre; 24.
Shared space for organizations: enablers for innovative projects Kim van
Oorschot; 25. Social media and project management: symbolism in action
Hélène Delerue and Tom Cronje; Index; Conclusions.