![]() ![]() The model’s contribution to established organizational theories and the theory of its inner functioning are discussed in Part 2. Part 1 provides a detailed description of the model’s layers, their elements, the functions of these elements and the ways to measure them. This is done in the present chapter of the book by providing an introduction to OPM and explaining the logic and method that was used to develop the model. This book addresses this shortcoming by identifying and integrating OPM elements from the recent academic research literature and models their relationships and interactions in a generic way. However, while these activities are key for successful OPM implementation, the current literature falls short in describing how they link together or are modelled to show their particular roles and the nature of their relationships in the network of OPM activities. More recently, the academic and practitioner literature has identified a number of activities that are undertaken to make the 3Ps work, such as benefits realization management and organization-wide project management offices (PMOs). Historically, OPM is confined to management and governance of three types of activities, namely projects, programmes and portfolios of projects (3Ps). This model enables a better understanding of OPM elements and their interactions, popular implementation patterns and their contingencies, as well as providing guidance in designing OPM approaches for organizations. This book identifies the elements that make up these networks, and conceptualizes their roles, relationships and institutionalizations within organizations into a cohesive OPM model. activities or functions) within the wider scope of permanent organizations that host projects in the form of temporary organizations to deliver beneficial change (Turner and Müller 2003). OPM attempts to conceptualize these networks and their constituting elements (i.e. These networks are often superimposed onto the existing formal structure of an organization, and thus not clearly visible in day-to-day work. Organizations establish these networks of project-related activities in order to maximize the internal effectiveness and efficiency of the project-based part of the organization. However, their existence and smooth integration is crucial for organizations aiming for efficient and economic delivery of their products and/or services to their customers via projects. Many of these activities cannot be gleaned from organization charts or role descriptions. using appropriate ways of managing these projects). to maximize the benefits from these projects) and their implementation (e.g. the selection of the ‘best’ projects for the organization), their management (e.g. management’s decisions on which parts of the business are performed using projects) with business decisions (e.g. ![]() This includes the integration of activities at various layers of an organization’s hierarchy or network, such as strategic decisions (e.g. Briefly, OPM is the integration of the primarily project (management)-related activities of an organization into a cohesive network of activities which, by themselves and in their interactions, can be understood, planned and managed for the benefit of the organization and its stakeholders. Organizational project management (OPM) addresses this coordination from a broad perspective. This is often achieved through measures such as the prioritization of projects to assign resources to work on the projects, harmonizing the ways to execute the projects to leverage established working practices, or standardizing the ways project management is governed in order for project managers to know what they are expected to do and how they are held accountable for their responsibilities. Numerous issues could be resolved through this coordination in order to avoid clashes between projects. WHAT IS ORGANIZATIONAL PROJECT MANAGEMENT?ĭoing projects in organizations requires careful selection of the ‘right’ projects and thereafter careful coordination with other projects being carried out by the organization. ![]()
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