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

Theoretical background
between temporary projects and permanent organizations. The concept of
time is also relevant to the current study due to the focus on the program
emergence and the early program activities. The task dimension refers to
the goal of the program, the desired change in the parent organization. The
task of a change program is truly unique and especially during the early
program stages involves considerable uncertainty and ambiguity (Thiry,
2002). Thus, although an initial assignment may be provided by the parent
organization, the task typically requires significant elaboration. The team
refers to the program organization. The core program team that includes
the main program management roles may be supported by a larger group of
peripheral participants and consultants. In the context of change programs,
the team dimension is especially interesting, as the program personnel
often simultaneously are members of the parent organization, working
part-time in the program (Eskerod & Jepsen, 2005). Finally, the transition
is associated with the program activities that make change happen. The
current study focuses especially on the early activities of the program core
team members and examines their role in promoting change.
2.1.3 Program initiation
The present study is focused on the early program stage which is critical for
the success of the entire program. Both programs and projects are often
described through process or stage models, depicting different phases in
their lifecycle. The most basic division is made between planning and
execution. For example, Dobson (2001) divides a change program into
development and implementation, whereas Pinto and Mantel (1990) make
a similar division but label the stages as the strategic stage and the tactical
stage. There is a general agreement that the early stage, during which the
project or a program is being established and planned, is different in nature
and requires different kinds of management actions than the later stages
which are about executing the plans and delivering the results.
The early stage of a project or a program has repeatedly been promoted as
the most important stage in its lifecycle (Abdul-Kadir & Price, 1995; Dvir et
al., 2003; Gareis, 2000; Uher & Toakley, 1999). At the early stage the goals
are defined and a plan is made of how they will be achieved. The early stage
has a significant impact on the forthcoming stages (Abdul-Kadir & Price,
1995; Anell, 1998), and failure to carry out the early activities thoroughly
enough may lead to significant difficulties during execution (Atkinson et al.,
2006; Gareis, 2000; Woodward, 1982). Although the importance of the
early project or program stage has been widely recognized, is has not
received sufficient attention in project management research (Kolltveit &
Grønhaug, 2004; Morris, 1989, 1994). The guidelines offered by the project
management standards also tend to focus on the management of the
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