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While corporate culture plays a significant role in the success of any corporation, governance and “governmentality” not only determine how business should be conducted, but also define the policies and procedures organizations follow to achieve business functions and goals. In their book, Organizational Enablers for Project Governance, Ralf Müller, Jingting Shao, and Sofia Pemsel examine the interaction of governance and governmentality in various types of companies and demonstrate how these factors drive business success and influence project work, efficiency, and profitability. The data for the studies was collected through interviews with six companies in Sweden and China and a global web-based questionnaire that garnered 208 responses. Using this data the authors conducted four studies, employing various research methodologies, to investigate the different systems of governance and their relationships to organizational success. Based on these results, the authors discovered that organizational enablers (including key factors such as leadership, governance, and influence of project managers) have a critical impact on how organizations operate, adapt to market fluctuations and forces, and make essential changes over time.
Enablers of governance and governmentality in the realm of projects are a mystery. This study identifies organizational enablers (OEs) for governance and governmentality in the realm of projects in project-based organizations (PBOs). Our research design is a multiple case study with six firms in Sweden and China. Cases with distinct characteristics (size, degree of projectification, sector, and geographical location) were purposefully chosen to allow for identifying the widest number of possible enablers and their contexts to increase the likelihood of unpacking the mystery of what enables governance and governmentality in PBOs. By taking institutional theory as the theoretical perspective, we found that OEs are interwoven, albeit with different strengths, within the three pillars of institutional theory (the regulative, normative, and cultural-cognitive pillars). We found that OEs for project governance and governance of projects fall predominantly into the category of regulative and normative pillars, whereas OEs for governmentality belong mainly to the cultural-cognitive pillar of institutional theory. By analyzing the collective effects these enablers have in organizations, we found that they provide for an ambidexterity of flexibility and stability, which allows organizations to align their internal characteristics with their organizational context. Managerial and theoretical implications of the results are then discussed.
This study aims at exploring the organizational enablers (OEs) for organizational project management (OPM) in the Chinese context. From the resource-based view of firms, we conceptualize OEs as important drivers for the business value creation processes in project-based organizations. The preliminary factor framework was constructed through literature review and expert interviews. Questionnaire surveys elicited 146 responses from Chinese project management practitioners; thereafter, factor analysis was performed to test the OE system empirically. The resulting final OE system contains 49 enablers in nine categories for three management hierarchies; this OE system, constructed by exploratory analysis and verified by confirmatory analysis, comprehensively clarifies the framework of OEs in the Chinese context; it facilitates further investigations into the interaction among OEs and their effects on organization performance. Firm managers may also find this system helpful in formulating identifiable, measurable, and manageable OE frameworks for their own firms, and enabling their organization's strategies with robust OEs.
Creating the Project Office is written for managers who are searching for ways to transform their organizations into more effective and efficient project-based workplaces. As this important book reveals, there is no more effective way to make that change than to create a project office tailored to the needs of the organization. While a project office model leads to better products from projects, it is also a vehicle for generating overall organizational change -- by transforming the organization from function-based to project-based. This model incorporates projects into the very fabric of the organizational strategy and revitalizes organizations, creates competitive advantage, and increases shareholder value.
This concise text introduces an integrated view of all project management-related activities in an organization, called Organizational Project Management (OPM). Practical cases from several organizations, as well as popular theories such as the Resource-Based Theory and Institutional Theory provide for an insightful yet realistic understanding of OPM as an integrative tool for organizations to improve their efficiency and effectiveness.
PMI's latest foundational standard, The Standard for Organizational Project Management (OPM), expands upon the popular Implementing Organizational Project Management: A Practice Guide, published in 2014. This newly-created standard is a result of survey feedback that revealed acceptance of the approach and increasing interest in an expanded version. OPM is defined as the integration of people, knowledge, and processes, supported by tools across all functional domains of the organization. The approach further advances an organization's performance by developing and linking portfolio, program, and project management principles and practices with organizational enablers (e.g., structural, cultural, technological, and human resource practices) and business processes to support strategic objectives. OPM helps organizations deliver value through the following principles: Aligning strategy Consistent execution and delivery Cross-functional collaboration Adding value to the organization Continuous training Although useful for any organization that is seeking to better meet its strategic objectives, this standard is particularly beneficial for organizations that do not have a unified project management approach.
This Research Handbook provides a cutting-edge review of complex project organizing (CPO), and suggests fruitful avenues for future research with a focus on grand challenges and a sustainable future.
Improve Your Business Results Through Organizational Project Management Organizational project management (OPM) aligns project deliverables with strategy. Understanding this emerging process is essential for all stakeholders, from the corporate sponsor to project team members. OPM is a valuable new tool that can enhance your organization's successful execution of projects in alignment with strategic priorities. Under the editorship of Rosemary Hossenlopp, PMP, ten contributors from around the globe, representing a wide variety of industries, offer valuable insights on how OPM can give any organization the competitive edge. They discuss how to • Improve business outcomes • Better align project work with strategies • Set priorities • Organize project work Whether you direct projects, fund projects, or conduct project work, Organizational Project Management: Linking Strategy and Projects is vital to your understanding of this emerging business discipline.
This research-based book takes an organization-wide perspective to describe the governance and governmentality for projects in organizations. Governance of projects defines and directs the ways managers of projects, programs, and project portfolios carry out their work. Governmentality is the way the managers of these managers present themselves to those they lead. Governance and Governmentality for Projects starts with introducing existing theories, models and paradigms for governance and governmentality. It then develops a chronological framework of the ways governance and governmentality for projects is enabled in organizations, how it subsequently unfolds in organizations of different types and sectors, and the consequences of different governance approaches for project results, trust, control, and ethical issues in projects. Special emphasis is given to the link between corporate governance and the governance of project, programs and project portfolios. Three real-life case studies exemplify the research findings described in the book. Through its structure this book describes the development of governance and governmentality in the realm of projects from its organizational origins, via observable practices, to expected consequences of different implementations. Aimed at academics, post-graduate students in business and management, reflective practitioners, standards or policy developers, those in governance roles and others in need of a detailed knowledge of the spectrum of project related governance in organizations, this book will help develop a comprehensive understanding of the theoretical and practical underpinnings of the subject, their interaction, and implications for implementation. This allows for understanding and developing of both generic and idiosyncratic governance structures, such as those needed in project-based organizations.
Public–Private Partnerships (PPP or 3Ps) allow the public sector to seek alternative funding and expertise from the private sector during procurement processes. Such partnerships, if executed with due diligence, often benefit the public immensely. Unfortunately, Public–Private Partnerships can be vulnerable to corruption. This book looks at what measures we can put in place to check corruption during procurement and what good governance strategies the public sector can adopt to improve the performance of 3Ps. The book applies mathematical models to analyze 3Ps. It uses game theory to study the interaction and dynamics between the stakeholders and suggests strategies to reduce corruption risks in various 3Ps stages. The authors explain through game theory-based simulation how governments can adopt a evaluating process at the start of each procurement to weed out undesirable private partners and why the government should take a more proactive approach. Using a methodological framework rooted in mathematical models to illustrate how we can combat institutional corruption, this book is a helpful reference for anyone interested in public policymaking and public infrastructure management.