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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Categories <strong>and</strong> types of<br />
boundary <strong>activities</strong><br />
Description of the activity in the case Examples of quotes Frequency<br />
(total:<br />
187 quotes)<br />
% of<br />
<strong>activities</strong><br />
Category III: Crossing the boundary outwards 80 43%<br />
In<strong>for</strong>ming In<strong>for</strong>ming <strong>activities</strong> focused on reporting the program’s<br />
progress according to the management system of the<br />
organization, <strong>and</strong> communicating about the <strong>for</strong>thcoming<br />
changes to the personnel.<br />
Middle manager of a central unit involved in the program: “This<br />
has been communicated quite much also to the top management of<br />
[a business division], so they are quite well on board about how<br />
this goes.”<br />
39 21%<br />
Legitimating <strong>and</strong> committing There were active legitimating <strong>and</strong> committing ef<strong>for</strong>ts,<br />
which related firstly to lobbying the program idea to top<br />
management <strong>and</strong> after that to getting a wider support <strong>for</strong><br />
the program by participating people throughout Bureau in<br />
the current state analysis <strong>and</strong> program planning <strong>activities</strong>.<br />
Program manager: ”[The original program owner] took care of<br />
the external relations, meaning that he sold this program to<br />
[Bureau’s] top management <strong>and</strong> acquired the m<strong>and</strong>ate to do this…<br />
<strong>and</strong> he also built awareness of this program.”<br />
34 18%<br />
Influencing There were some influencing <strong>activities</strong>, related to paving<br />
the way <strong>for</strong> other change ef<strong>for</strong>ts in the organization <strong>and</strong><br />
developing the organization’s IT policies beyond the scope<br />
of the program.<br />
Support team manager: ”This [support project] has also supported<br />
operations management <strong>and</strong> its development in whole [Bureau]…<br />
It has contributed to the development of the IT support of these<br />
processes <strong>and</strong> the processes themselves.”<br />
7 4%<br />
Category IV: Blocking the boundary 10 5%<br />
Guarding Some guarding <strong>activities</strong> were found, mainly related to<br />
isolating the program by deciding not to apply certain<br />
organizational control procedures in the program.<br />
Project participant: “There is this [project audit procedure] that<br />
should in principle be applied to all IT programs, projects <strong>and</strong><br />
systems … But this is like the shoemaker’s son going barefoot: the<br />
projects in [the program] have not followed [the policy].”<br />
7 4%<br />
Enclosing Just a few enclosing <strong>activities</strong> were found, mainly related<br />
to one of the projects that had been very autonomous <strong>and</strong><br />
had not reported to anyone.<br />
Project manager: “From the beginning we realized that if we do<br />
[this project] with a low profile, we will get fewer comments from<br />
others. Thus we started to do this very independently, keeping a<br />
low profile, <strong>and</strong> we don’t really report to anyone either. … It<br />
provides us with freedom <strong>and</strong> enables fast operation.”<br />
3 2%