The AMA Handbook of Project Management

By Paul C. Dinsmore; Jeannette Cabanis-Brewin | Go to book overview

SECTION THREE
Section Three: Introduction

ORGANIZATIONAL ISSUES IN PROJECT MANAGEMENT
Until the early 1990s, the organizational issues related to project management were largely centered on how a specific project should be organized: Should it be put into a task force mode or somehow be handled from a matrix management standpoint? The concern was based on single-project logic. Because of the booming number of projects in organizations and the time pressure and cost squeeze associated with them, the organizational concern has moved towards managing multiple projects in a short time frame, with limited resources. This brings focus on more holistic issues in terms of organization. The concerns become of a larger nature than single projects, and thus involve topics such as the following:
?Strategic project management (using project management to implement strategies and using a strategic approach in each of the projects underway), about which Kam Jugdev offers a contrarian view that asks the reader to consider whether, in fact, project management truly is a strategic resource.
?Enterprise project management (how to manage all projects across an enterprise), here discussed from both a cultural and tools viewpoint by Chris Vandersluis.
?Project portfolio management (how to pick and manage the right projects), which is touched on in a number of the chapters in this section, but is described in detail by Gerald I. Kendall.
?Measuring the capability and value of project management processes, both within projects and across the enterprise, discussed by James S. Pennypacker.
?The project management office (how to support effectively the multiple projects underway, instill a project management culture, and support project personnel), described by J. Kent Crawford.

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