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Program integration in multi-project change programs: agency in integration practice

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Program integration in multi-project change programs : agency in integration practice. / Vuorinen, Lauri; Martinsuo, Miia.

julkaisussa: International Journal of Project Management, Vuosikerta 36, Nro 4, 01.05.2018, s. 583-599.

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Vuorinen, Lauri ; Martinsuo, Miia. / Program integration in multi-project change programs : agency in integration practice. Julkaisussa: International Journal of Project Management. 2018 ; Vuosikerta 36, Nro 4. Sivut 583-599.

Bibtex - Lataa

@article{45ec1ef0f9c14cd7a0795993258968fc,
title = "Program integration in multi-project change programs: agency in integration practice",
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’ 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’ 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’ competence, and the autonomy enabled at the program front end are shown to define the programs’ integration practice.",
keywords = "Change program, Integration, Program management",
author = "Lauri Vuorinen and Miia Martinsuo",
year = "2018",
month = "5",
day = "1",
doi = "10.1016/j.ijproman.2018.02.003",
language = "English",
volume = "36",
pages = "583--599",
journal = "International Journal of Project Management",
issn = "0263-7863",
publisher = "Elsevier",
number = "4",

}

RIS (suitable for import to EndNote) - Lataa

TY - JOUR

T1 - Program integration in multi-project change programs

T2 - agency in integration practice

AU - Vuorinen, Lauri

AU - Martinsuo, Miia

PY - 2018/5/1

Y1 - 2018/5/1

N2 - 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’ 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’ 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’ competence, and the autonomy enabled at the program front end are shown to define the programs’ integration practice.

AB - 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’ 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’ 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’ competence, and the autonomy enabled at the program front end are shown to define the programs’ integration practice.

KW - Change program

KW - Integration

KW - Program management

U2 - 10.1016/j.ijproman.2018.02.003

DO - 10.1016/j.ijproman.2018.02.003

M3 - Article

VL - 36

SP - 583

EP - 599

JO - International Journal of Project Management

JF - International Journal of Project Management

SN - 0263-7863

IS - 4

ER -