danskprojektledelse R&D

This chapter introduces the POC as a social construct and describes models for the

organizational differentiation and integration in the POC, such as projects, programs, expert

pools, the PM office, and the project portfolio group. Further, a

on the specific business processes of POCs, is presented, which can be applied to assess and

to benchmark the competences of POCs.

It is not intended to describe the specific business processes of the POC in detail. This

is done in the literature on project and program management. The intention is rather to

elaborate on the new perceptions of projects and programs as temporary organizations and

social systems, and to present an integrative model for the POC.

Gareis R. (2003) Management of the project-oriented company. University of Economics and Business Administration, Vienna

 Kapitler kan hentes her: http://www.rgc.at/fileadmin/rgc/images/Dokumente/Pinto__Project-ori...

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