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

Theoretical background
2.1.2 Definition and special nature of programs
Single projects may not be enough to deliver significant changes in
organizations. Building on this notion, a number of authors have suggested
programs and program management for delivering large and complex
changes, realizing strategy, and achieving business objectives (e.g. Ferns,
1991; Partington, 2000; Pellegrinelli, 1997; Thiry, 2002). Multiple
definitions have been presented for such programs, characterizing them as
controlling instances for transformation processes (Ribbers & Schoo,
2002), frameworks for providing strategic direction to a group of change
projects (Turner & Müller, 2003), large complex projects (Graham, 2000),
and collections of projects and change actions that are grouped together to
realize strategic and tactical benefits (Ferns, 1991; Murray-Webster & Thiry,
2000; Pellegrinelli, 1997). Most definitions emphasize that programs
include multiple projects and activities that require coordination, either
because they share a common goal or because additional benefits are
expected from grouping them (Ferns, 1991; Pellegrinelli, 1997; Turner,
1999). The aim of program management is to ensure that the projects and
activities included in the program collectively deliver the desired benefits
(Lycett, Rassau, & Danson, 2004).
Programs carry special characteristics that differentiate them from single
projects. Whereas projects aim at delivering well-defined outcomes as
efficiently as possible, programs provide organizing and management
frameworks for realizing unclear and abstract visions and in this way for
delivering wider impacts and benefits for organizations (Artto et al., 2009).
Programs typically involve multiple, related deliverables and the program
goals and content may evolve during the program lifecycle (Pellegrinelli,
1997). The environment of the program is often expected to change during
the program lifecycle, which may require changes in the program
(Pellegrinelli et al., 2007; Thiry, 2004b). Compared to projects, programs
are longer in duration (Office of Government Commerce, 2007; Thiry,
2004a), and sometimes their duration is unknown at the time of program
initiation (Pellegrinelli, 1997). Programs are complex, as they include
several interrelated projects and activities (Dietrich, 2006, 2007) and bring
together multiple stakeholder groups, each with distinct interests and
expectations towards the program (Thiry, 2004a). Due to their size and
significance, programs are characterized as strategic (Lycett et al., 2004;
Pellegrinelli, 2002). Strategy can drive the start of the programs and guide
their further development (Gray, 1997; Pellegrinelli, 1997).
Table 3 summarizes the main differences between a project (as viewed
from the traditional task or vehicle-oriented perspective) and a program.
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