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 />
Table 18 Identified associations between boundary <strong>activities</strong> <strong>and</strong> the resources of the change<br />
program<br />
<strong>Boundary</strong> activity<br />
types<br />
Positioning <strong>and</strong><br />
negotiating<br />
Linking<br />
Task coordinating<br />
In<strong>for</strong>mation seeking<br />
Resource seeking<br />
Skillful <strong>and</strong><br />
charismatic<br />
leaders, incl.<br />
both program<br />
owner <strong>and</strong><br />
program<br />
manager<br />
Dedicated<br />
program<br />
team(s) with<br />
explicitly<br />
committed,<br />
motivated<br />
members<br />
X<br />
Resources<br />
Visible senior<br />
management<br />
support <strong>and</strong><br />
involvement<br />
Receptive<br />
environment<br />
in terms of<br />
prepared<br />
recipients of<br />
change<br />
In<strong>for</strong>ming X X<br />
Legitimating <strong>and</strong><br />
committing<br />
Influencing<br />
Guarding<br />
X<br />
X<br />
X<br />
Enclosing<br />
X<br />
As one of the most obvious linkages between boundary <strong>activities</strong> <strong>and</strong><br />
<strong>readiness</strong> <strong>for</strong> change, resource seeking <strong>activities</strong> contributed to securing<br />
resources <strong>for</strong> the programs. In the three cases, support resources were<br />
sought from the parent organization to help in program administration,<br />
which contributed to the commitment <strong>and</strong> motivation of the key program<br />
actors by enabling them to focus their time on the primary work. Resource<br />
seeking <strong>activities</strong> were also per<strong>for</strong>med to find new members <strong>for</strong> the<br />
program core team, <strong>and</strong> to find competent project managers <strong>and</strong> other key<br />
experts to take part in the program. A common challenge during program<br />
initiation in all three cases was to find skilled people to serve as subprogram<br />
managers or as project managers. The following quote from case<br />
Chain indicates that good project managers may not necessarily be good<br />
(sub-)program managers, because program management is seen to require<br />
a different set of skills than single project management.<br />
Q63 (Chain, Development area director <strong>and</strong> steering group member): “We don’t<br />
have many people who have the competence, since it’s not enough to know this<br />
[substance] … A regular project manager who expects to receive an<br />
unambiguous goal <strong>and</strong> clear directions is unable to take over this kind of a<br />
program, where we just have a general framework <strong>and</strong> a high-level vision, <strong>and</strong><br />
the contents may change – <strong>and</strong> also have changed. So this is neither clearly<br />
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