Facilitates discussion about project-based organizations (PBOs) and how they increasingly pervade business dimensions, from R&D and new product development, to the production of complex capital goods and implementation of organizational change across very different industries such as management consulting, engineering or entertainment.

Strategic Project Organizing takes a unique approach to project management that places emphasis on the strategic and organizational aspects of projects and their leadership. Structured around the Three Domains model, it covers all the fundamental project management concepts, whilst guiding thereader through the organizational challenges of enabling positive change.Through the lens of strategic leadership, this text equips students to know how to respond proactively to threats, as well as seize opportunities, in order to advantageously change the socio-economic environment in an organization's favour. The text also helps students to understand the tools andtechniques adopted during the process of organizational transformation.All chapters offer review and discussion-based questions to encourage critical thinking; as well as case vignettes and a longer, end-of-chapter case study to help students apply theory to practice. Real life projects featured in the case studies include the Eden Project, the Thames Tideway Tunneland the Berlin Brandenburg Airport.The ebook offers a mobile experience and convenient access: www.oxfordtextbooks.co.uk/ebooksThe book's online resources include:For students:Web links to relevant videosWeb links to resources on group workAnswers/hints to the self-test and application questions in the bookFor lecturers:Test bankMajor teaching case on CATA 4Teaching notes for CATA 4 major teaching casePowerPoint slidesAdditional PowerPoint slides for 3-day teaching block

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.

The Oxford Handbook of Creative Industries is a reference work, bringing together many of the world's leading scholars in the application of creativity in economics, business and management, law, policy studies, organization studies, and psychology. Creative industries research has become a regular theme in academic journals and conferences across these subjects and is also an important agenda for governments throughout the world, while business people from established companies and entrepreneurs revaluate and innovate their models in creative industries. The Handbook is organized into four parts: Following the editors' introduction, Part One on Creativity includes individual creativity and how this scales up to teams, social networks, cities, and labour markets. Part Two addresses Generating and Appropriating Value from Creativity, as achieved by agents and organizations, such as entrepreneurs, stars and markets for symbolic goods, and considers how performance is measured in the creative industries. Part Three covers the mechanics of Managing and Organizing Creative Industries, with chapters on the role of brokerage and mediation in creative industry networks, disintermediation and glocalisation due to digital technology, the management of project-based organzations in creative industries, organizing events in creative fields, project ecologies, Global Production Networks, genres and classification and sunk costs and dynamics of creative industries. Part Four on Creative Industries, Culture and the Economy offers chapters on cultural change and entrepreneurship, on development, on copyright, economic spillovers and government policy. This authoritative collection is the most comprehensive source of the state of knowledge in the increasingly important field of creative industries research. Covering emerging economies and new technologies, it will be of interest to scholars and students of the arts, business, innovation, and policy.

When Fortune Magazine estimated that 70% of all strategies fail, it also noted that most of these strategies were basically sound, but could not be executed. The central premise of Strategic Project Management Made Simple is that most projects and strategies never get off the ground because of adhoc, haphazard, and obsolete methods used to turn their ideas into coherent and actionable plans. Strategic Project Management Made Simple is the first book to couple a step-by-step process with an interactive thinking tool that takes a strategic approach to designing projects and action initiatives. Strategic Project Management Made Simple builds a solid platform upon four critical questions that are vital for teams to intelligently answer in order to create their own strong, strategic foundation. These questions are: 1. What are we trying to accomplish and why? 2. How will we measure success? 3. What other conditions must exist? 4. How do we get there? This fresh approach begins with clearly understanding the what and why of a project - comprehending the bigger picture goals that are often given only lip service or cursory reviews. The second and third questions clarify success measures and identify the risky assumptions that can later cause pain if not spotted early. The how questions - what are the activities, budgets, and schedules - comes last in our four-question system. By contrast, most project approaches prematurely concentrate on the how without first adequately addressing the three other questions. These four questions guide readers into fleshing out a simple, yet sophisticated, mental workbench called "the Logical Framework" - a Systems Thinking paradigm that lays out one's own project strategy in an easily accessible, interactive 4x4 matrix. The inclusion of memorable features and concepts (four critical questions, LogFrame matrix, If-then thinking, and Implementation Equation) make this book unique.

In recent years, organizational project management (OPM) has emerged as a field focused on how project, program and portfolio management practices strategically help firms realize organizational goals. There is a compelling need to address the totality of project-related work at the organizational level, providing a view of organizations as a network of projects to be coordinated among themselves, integrated by the more permanent organization, and to move away from a focus on individual projects. This comprehensive volume provides views from a wide range of international scholars researching OPM at a cross-disciplinary level. It covers concepts, theories and practices from disciplines allied to management, such as strategic management, organization sciences and behavioural science. It will be a valuable read for scholars and practitioners alike, who are looking to enrich their understanding of OPM and further investigate this new phenomenon.

Discover How to Dramatically Improve the Processes of Project-Based Management in Any Organization! One of the most influential books ever written on the development of project management, The Handbook of Project-Based Management has been completely revised for a new generation of students and practitioners. The Third Edition now features a major change in focus from delivering corporate objectives to achieving strategic change, including embedding corporate change after a project is completed. Filled with over 150 illustrations, The Third Edition of The Handbook of Project-Based Management contains: A rigorous guide to project management practice for the twenty-first century Complete tools for managing project performance and process New to this edition: new focus on achieving strategic change; new information on the project life cycle; new applications to different industries; new material on strategic design, stakeholders, and organizational capability; shift in emphasis from administrative procedures to governance Inside this Cutting-Edge Guide to Twenty-First Century Project Management • The Context of Projects: • Projects for Delivering Beneficial Change • Project Success and Strategy • The People Involved • Managing Performance: • Scope • Project Organization • Quality • Cost • Time • Risk • Managing the Process: • Project Process • Project Start-Up • Project Execution and Control • Project Close-Out • Governance of Project-Based Management: • Project Governance • Program and Portfolio Management • Developing Organizational Capability • Governance of the Project-Based Organization • International Projects

Enriching understanding of the current theoretical debate on project-based learning and R&D sourcing, ‘Project-based Knowledge in Organizing Open Innovation’ draws on innovation literature and knowledge-based perspectives to solve open problems in the relationship between knowledge development at project level and how firms organize product innovation combining in-house R&D activities with inbound open innovation. Through field research in different industrial settings (pharmaceutical, automotive and machine tools) and with complementary methodological approaches, this book provides empirical evidence on how project knowledge features affect sourcing decisions at firm level. Due to the emerging interest in the management literature on project-based organizations and on the relevance of project forms of organizing in a knowledge-based economy, this volume will appeal to scholars and students in business and management, in particular those in innovation management, organization theory and strategic management. Addressing the still open issue of how the firm level should be complemented by studies at the project level of analysis, this book provides theoretical and empirical arguments on the advantages of a more fine-grained level of analysis to understand how firms organize their innovation processes across boundaries.

WHAT DOES A SUCCESSFUL KNOWLEDGE MANAGEMENT PRACTITIONER DO? Evolutionary Learning in Strategy-Project Systems explores the gap between the theory and practice of knowledge management in organizations and analyzes how learning happens and how knowledge is created. The authors take a practitioner-driven approach, one that unites organizational strategy with the learning of organizational lessons—the kind of knowledge management that enhances project performance and ultimately business success. Through a survey of the literature and an analysis of original case-study research, Evolutionary Learning in Strategy-Project Systems develops a model of learning capability that proceeds exactly as its title implies, not as a line, but as a cycle—from codifying individual knowledge and putting it into practice within a context that values social relationships and networks. The conclusions offered in this book build on the rethinking of project management literature in today's world—creating a strategy-project learning model that not only improves current knowledge capabilities, but also develops new ones.

With the development of information technology in recent years, there is a growing need to merge different technologies and services, to develop products, services and business models that span different industries. Corporations must have processes through which they can access share, and integrate diverse knowledge. In this book, the author proposes a dynamic yet practical method for project leaders to integrate diverse knowledge distributed on projects network to develop new products, services and business models. Case studies on companies such as Vodafone, SHARP, Mitsubishi Electric, Canon, Sony, Matsushita Electric are considered. The book can be used by high-tech organizations from the standpoint of project management or team management for innovation./a