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dc.contributor.authorMüller, Ralf Josef
dc.contributor.authorDrouin, Nathalie
dc.contributor.authorSankaran, Shankar
dc.date.accessioned2019-12-17T12:33:49Z
dc.date.available2019-12-17T12:33:49Z
dc.date.created2019-08-26T12:20:21Z
dc.date.issued2019
dc.identifier.citationProject Management Journal. 2019, 50 (4), 499-513.nb_NO
dc.identifier.issn8756-9728
dc.identifier.urihttp://hdl.handle.net/11250/2633658
dc.description.abstractThe 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.nb_NO
dc.language.isoengnb_NO
dc.publisherSagenb_NO
dc.titleModeling Organizational Project Managementnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.rights.holderCopyright 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."nb_NO
dc.source.pagenumber499-513nb_NO
dc.source.volume50nb_NO
dc.source.journalProject Management Journalnb_NO
dc.source.issue4nb_NO
dc.identifier.doi10.1177/8756972819847876
dc.identifier.cristin1718688
cristin.unitcode158,4,0,0
cristin.unitnameInstitutt for ledelse og organisasjon
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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