The World Bank expects about 25 to 30% of all money spend in the World to be spend on projects. The popularity of ‘doing work by projects’ is often attributed to the versatility of projects as a mechanism for turning ideas into reality. In other words: to bring about change. A project is a temporary organization embedded in a wider and more permanent organization, which simultaneously prioritizes, selects, plans, and executes many projects, as well as coordinates among them. How is that done? Which units and roles are needed for this and how is it all coordinated? How are projects managed, and how are they embedded in the larger permanent organization? These questions are addressed through the concept of Organizational Project Management (OPM), which is practiced in this course by use of a related model that allows to understand OPM both theoretically through OPM theory, as well as practically by observing organizational reality.
Organizational change with project management at its kernel. Casework on an international project.
Project governance and organizational integration of project work. Casework on a megaproject.
Business integration of projects and OPM governance. Casework with an engineering company.
Organizational OPM approaches and philosophies. Casework with PMO in a pharmaceutical company. Exam.
Two to three of the teaching hours in this course are dedicated to CSR, ethics, social and environmental issues.
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