Organizational project management
Organizational Project Management (OPM) is a new sphere of management. An established school of thought describes OPM as the execution of an organization's strategies through projects. Where OPM is the combination of portfolio management, program management, and project management; pertaining to the translation of corporate strategy into the projects of an organization through portfolio management, and the execution of corporate strategy through programs and projects. Whilst this view of OPM is valid, a wider and deeper treatment of the subject is gaining interest; one that expands our knowledge of how to better lead, design and develop organisations that create the conditions for consistent project, programme and portfolio success for strategic and commercial benefit.
According to PMI (2003)
Organizational project management is the systematic management of projects, programs, and portfolios in alignment with the achievement of strategic goals. The concept of organizational project management is based on the idea that there is a correlation between an organization's capabilities in project management, program management, and portfolio management, and the organization's effectiveness in implementing strategy.
According to www.whereprojectsthrive.uk.
Organisational project management is a specialised application of Organisation Development (OD) concepts, methods and techniques. Its specialist nature reflecting the unique and complex dynamics of projects and project management.
According to Montydog Consulting Ltd.
Organisational Project Management is a holistic development approach that builds organisations capable of delivering complex projects and programmes successfully. At its heart are practices that encourage leaders to lead people, teams and organisations to create project intelligent organisations.
Importance of organizational project management
As businesses change at a faster rate, it is becoming increasingly important to execute on projects. Additionally, due to the broad nature of much of the change, projects are affecting larger parts of the organization. Therefore, just as the need to perform projects is increasing, the complexity in executing them is also increasing. Organizational project management draws from the broad base of project management and organizational design applications to understand the organizational processes that affect the ability to manage the delivery of projects.
PMI Inc. has established OPM3 to help organizations assess and improve the maturity of their organizational project management.
A deeper understanding OPM is emerging from sources such as www.whereprojectsthrive.uk, reflecting an urgent need to create human enterprises that excel at the delivery of projects. This represents a shift of thinking beyond project, programme and portfolio management; one that draws upon new research from the fields of Organisation Development, leadership development, neuroscience and systems engineering. As a consequence OPM is showing itself to be a new, exciting and multi-disciplinary field of management - a belief first expressed by Aubrey et al:
"Now, organisations have to go further and take into account structures, accountability and power to organise the management of their projects…. Globally, the definition of organisational project management brings the project management field to be part of big science. It recognises a certain convergence between management and organisation theories and organisational project management"
PMI (2003). Organizational Project Management
www.whereprojectsthrive.uk. OPM blogsite.
Aubrey, M., Hobbs, B., & Thuillier, D., Organisational project management: An historical approach to the study of PMOs, International Journal of Project Management, 26(1), 38-43, 2008