Introduction to part III
- Publication Type:
- Chapter
- Citation:
- 2017, pp. 151 - 152
- Issue Date:
- 2017-01-01
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© Cambridge University Press 2017. The management of people is as a key factor that contributes to the success of projects at any level in an organization. Part III includes topics from prominent authors from areas that are allied to OPM, such as sociology, psychology, and human resource management, where the authors discuss various aspects of people and their activities in OPM. Part III starts with Chapter 11 “Human Resource Management in Organizational Project Management: Current Trends and Future Prospects” by Anne Keegan, Martina Huemann, and Claudia Ringhofer. Their chapter discusses recent research linking HRM and OPM to identify key themes that differentiate HRM at a project level from OPM at an organizational level. The authors also identify current gaps in research related to HRM and OPM and propose a research agenda that would help in enhancing the OPM capability of an organization. This is followed by Chapter 12, “Stakeholders” by Pernille Eskerod, who highlights the importance of changing the approach for dealing with stakeholders in an OPM environment. She proposes a stakeholder-centric approach in dealing with a network of stakeholders, which is more effective in an OPM environment, as opposed to a project-centric approach that focuses narrowly on the relations between a project and its stakeholders at the project level. Chapter 13 deals with another important aspect of the people aspect of OPM – leadership. Ralf Müller, Johan Packendorff, and Shankar Sankaran emphasize the need for a balanced attitude to leadership in an OPM context in this chapter, “Balanced Leadership: A New Perspective for Leadership in Organizational Project Management,” by proposing the need for a balance between the leadership of a vertical leader (at management level) and horizontal leaders (at team level). They propose a four-step process, outlining the intra- and interpersonal activities for vertical and horizontal leaders at each of these steps. This chapter is followed by a discussion on teams in the context of OPM, “Project Teams and Their Role in Organizational Project Management.” Nathalie Drouin and Shankar Sankaran argue in Chapter 14 that while the project management literature has focused on studying teams within projects, we also need to consider the relationship between functional teams and project teams in an OPM environment as there will be need for cross-functional collaboration.
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