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A similar example can be found in case Chain, regarding the decision not to
use the company-wide project reporting methods within the program:
Q80 (Chain, sub-program manager): “It’s a bit embarrassing to confess that we
have not used the company’s general methods [in project reporting], since they
are quite “heavy” when compared to the benefit that can be achieved by using
them.”
Lastly, enclosing activities were sometimes also utilized to foster program
autonomy. Enclosing activities restricted communication and collaboration
across the programs’ boundaries, and in this way provided independence
and leeway for the program teams’ activities. Illustrating this, the next
quote from Bureau describes how a project manager decided to protect his
project by keeping a low profile:
Q81 (Bureau, project manager): “From the beginning we realized that if we do
[this project] with a low profile, we’ll get fewer comments from others. Thus we
started to do this very independently, keeping a low profile, and we don’t really
report to anyone either. … It provides us with freedom and enables fast
operation.”
4.5.4 Summary of the proposed associations between boundary
activities and readiness for change program implementation
Table 20 summarizes the findings described in the previous sections
concerning the identified associations between the boundary activities and
the readiness indicators. Next, the main findings as well as missing
associations are discussed.
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