The nature of organizational project management through the lens of integration

Cambridge University Press
Publication Type:
Cambridge Handbook of Organizational Project Management, 2017, 1st, pp. 9-18
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Chapter 1 Nature of OPM Drouin Muller Sankaran.pdfPublished version894.76 kB
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This chapter focuses on defining and making sense of what organizational project management (OPM) is through the lens of integration. In this chapter we share our views on how we understand and define OPM so that the authors who have collaborated with us in this book are not only able to understand and critique our view, but can also discuss and relate their particular chapters to OPM. We urge readers of this book to help us improve, clarify, and broaden our initial thoughts on the nature of OPM. We derive our thoughts from the perspective of organizational integration, which we see as a necessity for organizing, and as a task that is becoming increasingly harder to achieve, due to the growing complexity of organizational design (Child, 2005). We argue that new ways of managing projects, by integrating all project management-related activities in an organization, are now needed to deliver projects to meet the continuously growing expectations of stakeholders. We propose our concept of OPM as a way for managers in charge of managing the organization and governing projects to meet these expectations. We begin this chapter by offering a definition of OPM from an organizational theory (OT) perspective. We then present evidence in OT that discusses integration to support our definition. Finally, we discuss the nature of OPM by proposing it as a mechanism for integrating project management-related activities in organizations.
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