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

Theoretical background
detailed planning and execution stages, leaving the early initiation and
conception stage (as well as the time after project implementation) with less
attention (Atkinson et al., 2006).
Traditionally, literature on the early project stages has been dominated by
the discussion on rational planning tools, such as the product breakdown
structure, work breakdown structure and design structure matrix (e.g.
Austin, Baldwin, Li, & Waskett, 2000; Bachy & Hameri, 1997), risk analysis
approaches (e.g. Dawson & Dawson, 1998; Uher & Toakley, 1999), and
optimization models for project scheduling (e.g. Long & Ohsato, 2008; Shi
& Deng, 2000). While project planning has evolved into a sophisticated
discipline that leans on complex mathematical models, it has been
increasingly questioned whether the results of this research are actually put
into practice, as practitioners seem to dominantly rely on the most basic
models (Packendorff, 1995). As Söderlund (2002) notes, project planning
research is mainly based on the assumptions of clear goals, given tasks and
high analyzability of the project. These assumptions have been questioned
especially by the proponents of the temporary organization perspective
(Andersen, 2006; 2008; Packendorff, 1995) who recognize that the project
or program task continuously evolves as the participants interact with each
other and with the environment (Vaagaasar & Andersen, 2007). A study by
Ericksen and Dyer (2004) demonstrated how the project team actively
shapes the initial task, which may consist of just brief descriptions of the
desired outputs and deadlines. The task is processed in discussions and
negotiations during project mobilization, gradually moving towards more
operational tasks. Still, the initial task given to the team is important, as the
nature and the framing of the task influence the actors’ perceptions, e.g. of
the salience and urgency of the project. (ibid.)
Most of the discussion on the management of early project stages has
focused on construction projects and other delivery project contexts, where
the early stage includes activities such as project marketing, tendering,
supplier selection, and contract management. The present study focuses on
internal change programs whose initiation and planning activities have
received less attention. Several studies have pointed out how the traditional
project planning methods and tools are better adapted to delivery projects
than to internal projects, and how the initiation of change projects and
programs requires different kinds of methods due to their low analyzability,
high uncertainty and dynamism (Besner & Hobbs, 2008; Lehner, 2009;
Mikkelsen, Olsen, & Riis, 1991; Turner & Cochrane, 1993).
Even though the early activities of internal change projects and programs
have received little research attention, the related challenges have often
been described. The early stage of an internal project may be slow, and it
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