Modeling Organizational Project Management

Müller, R; Drouin, N; Sankaran, S

Modeling Organizational Project Management

Müller, R Drouin, N Sankaran, S

Permalink

Publication Type:: Journal Article
Citation:: Project Management Journal, 2019, 50 (4), pp. 499 - 513
Issue Date:: 2019-08-01

Open Access

Copyright Clearance Process

Recently Added
In Progress
Open Access

This item is open access.

Adobe PDF

Download Accepted Manuscript VersionAdobe PDF (926.89 kB)

View on publisher's site

View statistics

Full metadata record

Field	Value	Language
dc.contributor.author	Müller, R	en_US
dc.contributor.author	Drouin, N	en_US
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.date.available	2020-05-25T19:03:29Z
dc.date.issued	2019-08-01	en_US
dc.identifier.citation	Project Management Journal, 2019, 50 (4), pp. 499 - 513	en_US
dc.identifier.issn	8756-9728	en_US
dc.identifier.uri	http://hdl.handle.net/10453/133539
dc.description.abstract	© 2019 Project Management Institute, Inc. The contemporary discourse on organizational project management (OPM) complements project, program, and portfolio management with emerging elements, such as governance, projectification, the project management office (PMO), and organizational design. This creates the need for an integrated model that defines the content and roles in OPM. This article addresses this by conceptually developing a seven-layered model that organizes 22 OPM elements, ranging from the corporate level to the management of individual projects. A theory is developed to explain the interaction of the elements and the layers within the model.	en_US
dc.relation.ispartof	Project Management Journal	en_US
dc.relation.isbasedon	10.1177/8756972819847876	en_US
dc.title	Modeling Organizational Project Management	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	50	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	0806 Information Systems	en_US
utslib.for	1202 Building	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	open_access	*
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	50	en_US

Abstract:

© 2019 Project Management Institute, Inc. The contemporary discourse on organizational project management (OPM) complements project, program, and portfolio management with emerging elements, such as governance, projectification, the project management office (PMO), and organizational design. This creates the need for an integrated model that defines the content and roles in OPM. This article addresses this by conceptually developing a seven-layered model that organizes 22 OPM elements, ranging from the corporate level to the management of individual projects. A theory is developed to explain the interaction of the elements and the layers within the model.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/133539