The nature of organizational project management through the lens of integration
- Publisher:
- Cambridge University Press
- Publication Type:
- Chapter
- Citation:
- Cambridge Handbook of Organizational Project Management, 2017, 1st, pp. 9-18
- Issue Date:
- 2017
Closed Access
| Filename | Description | Size | |||
|---|---|---|---|---|---|
| Chapter 1 Nature of OPM Drouin Muller Sankaran.pdf | Published version | 894.76 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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