Modeling Organizational Project Management

Müller, Ralf Josef; Drouin, Nathalie; Sankaran, Shankar
Journal article, Peer reviewed
Accepted version
Thumbnail
View/Open
Permanent link
http://hdl.handle.net/11250/2633658
Issue date
2019
Metadata
Show full item record
Collections
Original version
Project Management Journal. 2019, 50 (4), 499-513.   10.1177/8756972819847876
Abstract
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.
Publisher
Sage
Journal
Project Management Journal
Copyright
Copyright policy of SAGE, the publisher of this journal: Authors “may post the accepted version of the article on their own personal website, their department’s website or the repository of their institution without any restrictions."