Foreword; Introduction; Part I. Strategy: Section summary Nathalie Drouin; 1. The nature of organizational project management through the lens of integration Nathalie Drouin, Ralf Müller and Shankar Sankaran; 2. The business of projects in and across organizations Miia Martinsuo, Rami Sariola and Lauri Vuorinen; 3. Strategic OPM: why companies need to adopt a strategic approach to project management? Vered Holzman, Aaron Shenhar and Joca Stefanovic; 4. Strengthening the connections between strategy and organizational project management Kam Jugdev; 5. Project portfolio management: a dynamic capability and strategic asset Catherine Killen and Nathalie Drouin; Part II. Organizations: Section summary Ralf Muller; 6. The governance of organizational project management Rodney Turner and Ralf Muller; 7. Project portfolio management – the linchpin in strategy processes Julian Kopmann, Alexander Kock and Catherine Killen; 8. Program management Peerasit Patanakul and Jeffrey Pinto; 9. Organizing for the management of projects: the project management office in the dynamics of organizational design Monique Aubry and Melanie Lavoie-Tremblay; 10. Project governance and risk management: from first-order economizing to second-order complexity Stephane Tywoniak and Christophe Bredillet; Part III. People: Section summary Shankar Sankaran; 11. Human resource management in organizational project management: current trends and future prospects Anne Keegan, Martina Huemann and Claudia Ringhofer; 12. Stakeholders Pernille Eskerod; 13. Balanced leadership: a new perspective for leadership in organizational project management Ralf Müller, Johan Packendorff and Shankar Sankaran; 14. Project teams and their role in organizational project management Nathalie Drouin and Shankar Sankaran; 15. REAL knowledge at NASA: a knowledge services model for the modern project environment Ed Hoffman and John Boyle; 16. Change management as an organizational and project capability Julien Pollack; 17. The behavioral 'glue' in OPM – a review on productive behaviors of project team members Timo Braun; 18. Developing organizational project management competencies through industry clusters Chivonne Algeo and Julia Connell; Part IV. New Directions: Section summary Shankar Sankaran; 19. Ethics in projects Øyvind Kvalnes; 20. Multilevel value creation in projects, programs and portfolios: results from two case studies Karyne Ang, Christopher Biesenthal and Catherine Killen; 21. An inherent complexity: projects and organizations Kaye Remington; 22. Organizational project management and sustainable development (SD): managing the interface of organization and project SD benefits Lynn Keeys and Martina Huemann; 23. The marketing of organizational project management Rodney Turner and Laurence Lecoeuvre; 24. Shared space for organizations: enablers for innovative projects Kim van Oorschot; 25. Social media and project management: symbolism in action Hélène Delerue and Tom Cronje; Index; Conclusions.

'This book is both serious and inspiring; its presentation of organizational project management will satisfy even the most demanding readers. The very diverse chapter contents highlight the scope and importance of this new field of research and professional practice. Kudos to the three editors, who were able to recruit the most respected experts in this domain!' Mario Bourgault, Polytechnique Montréal, Canada