A1 Refereed original research article in a scientific journal
Program integration in multi-project change programs
Authors: Vuorinen L, Martinsuo M
Publisher: Elsevier
Publication year: 2018
Journal: International Journal of Project Management
Journal name in source: International Journal of Project Management
Volume: 36
Issue: 4
ISSN: 0263-7863
DOI: https://doi.org/10.1016/j.ijproman.2018.02.003
Web address : https://researchportal.tuni.fi/en/publications/45ec1ef0-f9c1-4cd7-a079-5993258968fc
Abstract
Multi-project change programs pursue challenging goals and may suffer from uncertainty and conflicting interests. To achieve their goals, such programs need integration both with the parent organization and between projects. There is a need for knowledge on how program actors implement integration. This study pursues new knowledge on program actors{\textquoteright} agency in program integration in the context of multi-project change programs. Two case programs in different contexts were explored, to map their integration mechanisms and program actors{\textquoteright} integration activities during the program lifecycle. The results reveal five integration tasks, the program-specific use of integration mechanisms, differences in the integration approach between the two programs, and the parent organization's input at the program front end in defining the program's requisite autonomy. The organization's maturity in project-based organizing, the program and project managers{\textquoteright} competence, and the autonomy enabled at the program front end are shown to define the programs{\textquoteright} integration practice.
Multi-project change programs pursue challenging goals and may suffer from uncertainty and conflicting interests. To achieve their goals, such programs need integration both with the parent organization and between projects. There is a need for knowledge on how program actors implement integration. This study pursues new knowledge on program actors{\textquoteright} agency in program integration in the context of multi-project change programs. Two case programs in different contexts were explored, to map their integration mechanisms and program actors{\textquoteright} integration activities during the program lifecycle. The results reveal five integration tasks, the program-specific use of integration mechanisms, differences in the integration approach between the two programs, and the parent organization's input at the program front end in defining the program's requisite autonomy. The organization's maturity in project-based organizing, the program and project managers{\textquoteright} competence, and the autonomy enabled at the program front end are shown to define the programs{\textquoteright} integration practice.
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