The importance of context in programme management: An empirical review of programme practices

Pellegrinelli, Sergio; Partington, David; Hemingway, Chris; Mohdzain, Zaher; Shah, Mohak

doi:10.1016/j.ijproman.2006.06.002

Cited by 143 publications

(111 citation statements)

References 16 publications

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“…For projects, researchers regularly acknowledge the importance of context whether internal or external (e.g. Engwall, 2003;Pellegrinelli et al, 2007;Grabher and Ibert, 2011). Kreiner has pointed out that the normative agenda of project and construction management to try to eliminate uncertainty and overcome context is illusory and fallacious (e.g.…”

Section: Sdl Strengthsmentioning

confidence: 99%

Editorial for the Special Issue on Business Development and Marketing in Construction

Smyth¹,

Fellows

Liu

et al. 2016

Construction Management and Economics

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Section: Sdl Strengthsmentioning

confidence: 99%

Editorial for the Special Issue on Business Development and Marketing in Construction

Smyth¹,

Fellows

Liu

et al. 2016

Construction Management and Economics

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“…It is critical, if maximum value is to be reaped from these investments, that organisations, develop program management capabilities and invest in the appropriate infrastructure to support delivery of their programs (Williams & Parr 2004: 42). There are two strands of program management literature (Pellegrinelli et al 2007): project management literature typically describes program management as the management of mega-projects or a portfolio of projects (Ferns 1991;Reiss 1996;Gray 1997;Springer 2001;Vereecke et al 2003;Milosevic et al 2007;OGC 2007OGC , 2011, while strategic management literature typically views program management as an abstract vehicle for bringing about organisational change (Pellegrinelli 1997;Thiry 2002). Where project-type programs are described by linear project plans, strategic programs take the form of frameworks and structures (Pellegrinelli et al 2007). …”

Section: Literature Review Of Program Management Frameworkmentioning

confidence: 99%

Managing strategic improvement programs: the XPS program management framework

Netland

2012

PPPM

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Multinational corporations are introducing holistic company-specific production systems (XPSs) in order to improve the productivity of their global manufacturing networks. XPSs are multi-plant improvement programs that are coordinated from the corporate headquarters and implemented in all subsidiaries of the firm. However, research and practice show that the implementation of process improvement programs is a challenging task that often ends up unsuccessful despite good intentions and substantial resource investments.In this paper, I investigate how program management theory can help provide deployment guidelines for successful XPS implementation in global firms. I am proposing an XPS program management framework, which has been developed through merging program management theory with descriptions of real-life XPSs. It is suggested that the structured approach found in project-based program management literature can be partly adapted to strategic programs such as the XPS.This paper contributes to program management theory by enhancing our understanding of how strategic programs, such as XPSs, differ from other more project-based types of programs. Secondly, it contributes to the process improvement literature with practical management guidelines for XPS deployment adapted from program management theory.

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“…This question was made by Artto (2009) in a paper that discusses the foundations of program management. Pellegrinelli (2007) believes that programs are phenomena qualitatively different from projects and that organizations that see programs as large projects are using the right remedy to the wrong problem, losing most of the benefits that they could realize. Yu and Kittler (2012), argue that programs need to establish an organizational structure as a strategic decision for the coordination of numerous organizations and activities involved.…”

Section: Introductionmentioning

confidence: 99%