Mechanisms for Inter-Project Integration-Empirical Analysis in Program Context

Abstract

This exploratory study focuses on the problem of inter-project integration and how the perceived uncertainty and structural complexity affect the importance of different integration mechanisms used. Four case programs from four companies were chosen as a source of empirical data. Data collection in the selected case programs was multifaceted and included in-depth interviews, questionnaires, and documents and archives. Fifteen integration mechanisms were identified and further categorized into five different classes based on the formality of the mechanism and whether the integration mechanism is personalized or impersonalized in nature. This study provides valuable insights for both researchers and program managers challenged to introduce strategic or large-scale changes in organizations. The study demonstrates that proper mechanisms for inter-project integration are dependent on the uncertainty and complexity of the program, and that the proper integration strategy in multi-project programs should allow the use of various alternative mechanisms for information delivery.

The contribution of resource interdependence to IT program performance: A social interdependence perspective

“…Such IT vendors are increasingly implementing inter-related client projects in the form of programs. From an organizational perspective, programs represent mechanisms that are increasingly used to develop and implement strategic organizational changes, too complex or vague in their objectives to fit into the traditional project management frame (Dietrich, 2006). The implementation of strategic initiatives (Pellegrinelli and Bowman, 1994), the development of organizational capabilities (Pellegrinelli, 1997), and the implementation of complex information systems (Ribbers and Schoo, 2002) are examples of organizational changes introduced by programs (Pellegrinelli et al, 2007).…”

Project Lineage Management and Project Portfolio Success

“…This study is therefore the first study to provide quantitative evidence for the performance relevance of project lineage management. Previous studies have centered on the importance and coordination of concurrent project interdependencies in portfolios (Killen, 2013; Killen & Kjaer, 2012; Kopmann, Kock, Killen, & Gemünden, 2015; Teller et al, 2012) or programs (Dietrich, 2006; Hoegl & Weinkauf, 2005; Hoegl, Weinkauf, & Gemünden, 2004). We contribute to this research by also showing the relevance of coordinating temporal interdependencies.…”

Learning investments and organizational capabilities

“…Research repeatedly indicates that although there are common elements such as financial measures, strategic checklists or portfolio visualisation techniques in many PPM processes; each organisation must customise and adapt their PPM process to their individual situation (see for example Cooper et al, 2001, Killen et al, 2008, Loch, 2000. Empirical research has also shown that PPM capabilities are an important mechanism for alignment of project activities with strategy (Dietrich, 2006, Milosevic and Srivannaboon, 2006, Poskela et al, 2005.…”