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
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