Organizational project management (OPM) conceptualizes the “integration of all project management-related activities throughout the organizational hierarchy or network” (Drouin, Mu¨ller, & Sankaran, 2017, p. 10). OPM developed from the need to conceptualize the role and interaction of temporary organizations (such as projects) within the wider scope of permanent organizations, jointly aiming to deliver beneficial change (Turner & Mu¨ller, 2003).
The risk management process refers to uncovering weaknesses in methods used in product development through a structured approach so that timely mitigation actions are initiated to avoid risk, transfer risk, reduce risk likelihood or reduce risk impact (Risk Management Standard AS/NZS 4360, 1999). The risk management process is composed of seven iterative sub‐processes of establishing the context of risk, identifying risks, analyzing risks, evaluating risks, communication, and consultation across stakeholders and monitoring and controlling risk events (Salamone, 1995; Jo et al., 1993).
Reference
Koh S.C.L., Saad S.M., Ahmed Ammar, Kayis Berman, & Amornsawadwatana Sataporn. (2007). A review of techniques for risk management in projects. Benchmarking: An International Journal, (1), 22. https://doi-org.sdl.idm.oclc.org/10.1108/14635770710730919
Müller R, Drouin N, Sankaran S. Modeling Organizational Project Management. Project Management Journal. 2019;50(4):499-513. doi:10.1177/8756972819847876.
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