ABSTRACT
Managing multiple, concurrent projects poses major challenges for organizations. Because projects are temporary endeavors, their management differs significantly from that of regular operations. More often than not, both types of activities – operations and projects – are undertaken concurrently. The ability of organizations to operate simultaneously in two complementary fields is frequently referred to as ‘ambidexterity’: the exploration of new ways of doing things and the exploitation of what we already know (March, 1991). This applies to every type of organization, whether project-based or project-oriented. There is no single and perfect solution to these challenges when it is time to make a decision on the organizational design to succeed in the management of multiple concurrent projects. Context is a prime consideration whether in terms of the external or internal environment. Acknowledging organizational history also helps identify the strengths to build upon and the best solution for anticipating future challenges. The notion of fit best captures the alignment between the resulting project function within the organization as a whole.
