Boundary activities and readiness for ... - Projekti-Instituutti
Boundary activities and readiness for ... - Projekti-Instituutti
Boundary activities and readiness for ... - Projekti-Instituutti
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Results<br />
scope of the project in a way that did not cover all parts of the original<br />
plans. The third project had been in serious trouble <strong>and</strong> was running a year<br />
late. As one cause <strong>for</strong> the delay, the project team claimed that the division<br />
of work between the project <strong>and</strong> the line organization was unclear. The<br />
team also claimed that they did not have clear enough specifications to<br />
work with, nor the skills or knowledge required <strong>for</strong> the project. They had<br />
spent almost a year searching <strong>for</strong> an external contractor to take<br />
responsibility <strong>for</strong> planning, which had heavily delayed the project. The<br />
troubles in this third project had affected the related fourth project that was<br />
planned to be implemented based on the experiences gained during the<br />
previous project. Personnel from the third project were supposed to move<br />
to the fourth project, <strong>and</strong> thus the delay had escalated.<br />
During the time of the interviews, the problems related to the third<br />
project were recognized <strong>and</strong> the program management board had made<br />
some corrective actions to help the project meet its revised deadline.<br />
Overall, the program was seen to progress quite well despite the delays, <strong>and</strong><br />
most of the interviewees expected it to eventually be at least somewhat<br />
successful.<br />
In the analysis, program initiation in case Bureau is seen to start when the<br />
soon-to-become program manager was requested to sketch a plan on how<br />
the IT management of Bureau could be developed. Program initiation in<br />
Bureau includes the first two program phases, i.e. the analysis of the<br />
current state <strong>and</strong> the development of the guidelines <strong>for</strong> the solution, <strong>and</strong><br />
also the beginning of the third phase, detailed planning, during which the<br />
key projects were initiated <strong>and</strong> planned. The program initiation is viewed to<br />
end when the first projects reached implementation. Altogether, program<br />
initiation in case Bureau lasted <strong>for</strong> almost three years, <strong>and</strong> the<br />
implementation was planned to take four years.<br />
4.1.3 Case Chain<br />
The third case program was implemented in a large private service sector<br />
organization here called Chain. The company provides services <strong>for</strong> both<br />
consumers <strong>and</strong> business customers. Chain has three main business areas,<br />
many regional units across Finl<strong>and</strong>, <strong>and</strong> some operations in almost ten<br />
other countries. During the past decade, Chain has invested significantly in<br />
developing project <strong>and</strong> portfolio management practices <strong>and</strong> processes, <strong>and</strong><br />
the project management culture in Chain is relatively mature. Although<br />
some programs have been implemented in recent years, there are no<br />
separate guidelines <strong>for</strong> program management established in the<br />
organization.<br />
The change program under investigation was related to trans<strong>for</strong>ming the<br />
company’s central service processes in the company’s largest business area,<br />
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