The contemporary discourse on organizational project management (OPM) complements project, program, and portfolio management with emerging elements, such as governance, projectification, the project management office (PMO), organizational design and many more. This creates the need for an integrated model that defines the content and roles in OPM. This presentation reports on the development and empirical test of an award winning OPM model that organizes 22 OPM elements in seven layers that cover the organizational hierarchy or network. Implementation patterns and their context contingency are identified and discussed.
