Boundary activities and readiness for ... - Projekti-Instituutti

Categories and types of
boundary activities
Description of the activity in the case Examples of quotes Frequency
(total:
531 quotes)
% of
activities
Category III: Crossing the boundary outwards 80 40%
Informing There were various methods for communication both at the
program level and project level, including seminars,
personnel meetings, and utilizing the personnel magazine
and the intranet in communication.
Sub-program manager: ”In the beginning, we informed people
about the existence and participants of this [project], we had
discussions, we prepared some material for communications and
we also held a briefing session.”
151 28%
Legitimating and committing Some legitimating and committing activities were found,
mainly related to legitimating some distinct changes in the
eyes of Chain’s personnel.
Program owner: “During the past year, I have probably spent 60–
70% of my work time with this program … we made this one-time
effort to spread this model to the field and to launch it by
demonstrating top management commitment by going through the
local units.”
53 10%
Influencing Just a few influencing activities were found. As an
example, the program started to have unforeseen effects to
Chain’s product portfolio. The program’s steering group
also became an attractive forum for other than programrelated
issues that were waiting for a decision.
Program manager: ”Sometimes I have even had to remind the
program steering group that this about a change program and we
make project-related decisions here … Since this steering group
works so well, there has appeared a tendency to bring issues there
for discussion that actually are not at all related to this.”
7 1%
Category IV: Blocking the boundary 44 8%
Guarding Just a few guarding efforts were found, mainly related to
scoping certain aspects out of the program or purposefully
restricting the size of the project groups to ensure efficient
operation.
Support team manager: “I have been a bit surprised that the Sales
department is not included in this program, but it’s not up to me to
decide this.”
10 2%
Enclosing Enclosing efforts focused on keeping confidential
scenarios about the forthcoming changes within a small
group of people. Communication required careful
measures, since the program aimed at cost cuts by reducing
the number of personnel and cutting down some local
operations. These scenarios could not be shared with the
personnel during the early program phases.
Development area director and original program owner: “I think
we have [communicated the plans] quite openly, except that
naturally we have not told the specific figures of how many people
will be affected or how much we have to decrease personnel.”
34 6%