Programmification of work - Revision history

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	== Background ==		== Background ==
	The following section presents the origin and difinition of the term '''programmification''' and how it is described in the standards of the managerial subject.		The following section presents the origin and difinition of the term '''programmification''' and how it is described in the standards of the managerial subject.
	The term '''programmification''' does not have a thorough definition backed by the standards. Maylor, H. et. al <ref name="MAYLOR2006">Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref> has given effort into defining the term, and has probably succeeded in giving the term meaning, and purpose. As goes for purpose, a reason for using standards is having a common understanding for processes and vocabulary, and without purpose a definition is redundant, but since the term has acquired purpose the standards should include the term. However, the process of implementing programs and portfolios is not part of the standard and organisations would have different approaches to how they design their organisational structure in order to be capable of running programs. '''Programmification''' of the organisation could be a program ~~in itself~~, if the organisation moves from functional to a project structure. If research could find a way to standardise "''... the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations.''" <ref name="MAYLOR2006">Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref>, the standards could be changed to include this process.		The term '''programmification''' does not have a thorough definition backed by the standards. Maylor, H. et. al <ref name="MAYLOR2006">Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref> has given effort into defining the term, and has probably succeeded in giving the term meaning, and purpose. As goes for purpose, a reason for using standards is having a common understanding for processes and vocabulary, and without purpose a definition is redundant, but since the term has acquired purpose the standards should include the term. However, the process of implementing programs and portfolios is not part of the standard and organisations would have different approaches to how they design their organisational structure in order to be capable of running programs. '''Programmification''' of the organisation could be a program, if the organisation moves from functional to a project structure. If research could find a way to standardise "''... the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations.''" <ref name="MAYLOR2006">Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref>, the standards could be changed to include this process.

	Project managers has since 1996 had a standard, provided by the Project Management Institute (PMI®), describing how to do single projects. In 2003 a team was formed to produce the Program and Portfolio Management Standard (PPMS).<ref name="ROSS">Ross, D. W. & Shaltry, P. E. (2006). The new PMI standard for program management. Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.</ref> As indicated by the timeline, not many years went by before it was realised that all these projects needed to be governed or managed. The final draft was completed in December of 2005.		Project managers has since 1996 had a standard, provided by the Project Management Institute (PMI®), describing how to do single projects. In 2003 a team was formed to produce the Program and Portfolio Management Standard (PPMS).<ref name="ROSS">Ross, D. W. & Shaltry, P. E. (2006). The new PMI standard for program management. Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.</ref> As indicated by the timeline, not many years went by before it was realised that all these projects needed to be governed or managed. The final draft was completed in December of 2005.

S122801 at 22:33, 4 March 2019

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S122801 at 16:59, 4 March 2019

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	''Developed by Charles Thillemann Hemmingsen''		''Developed by Charles Thillemann Hemmingsen''

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	== Abstract ==		== Abstract ==
	This article will present an introduction to the term '''programmification''' and explain where and how it deviates from projectification. The term '''programmification''' is devised "''... the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations.''" <ref>Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref>.		This article will present an introduction to the term '''programmification''' and explain where and how it deviates from projectification. The term '''programmification''' is devised "''... the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations.''" <ref name="MAYLOR2006">Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref>.
	When an organisation moves from functional management to project management, it is called ''projectification''. <ref>Midler, C. (1995). “Projectification” of the firm: The renault case. Scandinavian Journal of Management, 11(4), 363–375. https://doi.org/10.1016/0956-5221(95)00035-T</ref>. An organisation can have multiple projects running at the same time, and/or in a sequence, the organisation would at some point realize the need for additional management of these projects and introduce programs and portfolios of programs. This is '''programmification'''. '''Programmification''' introduces a variety of beneficial managerial tools different from project management tools, however implications from introducing programs are to be considered and these aspects of '''programmification''' will be explained in this article.		When an organisation moves from functional management to project management, it is called ''projectification''. <ref>Midler, C. (1995). “Projectification” of the firm: The renault case. Scandinavian Journal of Management, 11(4), 363–375. https://doi.org/10.1016/0956-5221(95)00035-T</ref>. An organisation can have multiple projects running at the same time, and/or in a sequence, the organisation would at some point realize the need for additional management of these projects and introduce programs and portfolios of programs. This is '''programmification'''. '''Programmification''' introduces a variety of beneficial managerial tools different from project management tools, however implications from introducing programs are to be considered and these aspects of '''programmification''' will be explained in this article.

	== Background ==		== Background ==
			The term '''programmification''' does not have a thorough definition backed by the standards. Maylor, H. et. al <ref name="MAYLOR2006">Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref> has given effort into defining the term, and has probably succeeded in giving the term meaning, and purpose. As goes for purpose, a reason for using standards is having a common understanding for processes and vocabulary, and without purpose a definition is redundant, but since the term has acquired purpose the standards should include the term. However, the process of implementing programs and portfolios is not part of the standard and organisations would have different approaches to how they design their organisational structure in order to be capable of running programs. '''Programmification''' of the organisation could be a program in it self, if the organisation is move from functional to a project structure. If research could find a way to standardise "''... the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations.''" <ref name="MAYLOR2006">Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref>, the standards could be changed to include this process.

			When the consensus for projects as a process for increasing competitive advantage were established, projects were spreading out into businesses.


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	== Implementation ==		== Implementation ==
			Implementing programs into organisations can both happen for functional and project structured organisations. An organisation can restructure from a functional structure into a project structure already knowing that it would need the program level management. And a project structure organisation could realise the beneficial potential coming from managing the projects as programs and/or portfolios.

S122801 at 19:44, 22 February 2019

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	''Developed by Charles Thillemann Hemmingsen''		''Developed by Charles Thillemann Hemmingsen''
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	== Abstract ==		== Abstract ==
	This article will present an introduction to the term '''programmification''' and explain where and how it deviates from projectification. The term '''programmification''' is devised "''... the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations.''" <ref>Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref>.		This article will present an introduction to the term '''programmification''' and explain where and how it deviates from projectification. The term '''programmification''' is devised "''... the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations.''" <ref>Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref>.
	When an organisation moves from functional management to project management, it is called ''projectification''. <ref>Midler, C. (1995). “Projectification” of the firm: The renault case. Scandinavian Journal of Management, 11(4), 363–375. https://doi.org/10.1016/0956-5221(95)00035-T</ref>. An organisation can have multiple projects running at the same time, and/or in a sequence, the organisation would at some point realize the need for additional management of these projects and introduce programs and portfolios of programs. This is '''programmification'''. '''Programmification''' introduces a variety of beneficial managerial tools different from project management tools, however implications from introducing programs are to be considered and these aspects of '''programmification''' will be explained in this article.		When an organisation moves from functional management to project management, it is called ''projectification''. <ref>Midler, C. (1995). “Projectification” of the firm: The renault case. Scandinavian Journal of Management, 11(4), 363–375. https://doi.org/10.1016/0956-5221(95)00035-T</ref>. An organisation can have multiple projects running at the same time, and/or in a sequence, the organisation would at some point realize the need for additional management of these projects and introduce programs and portfolios of programs. This is '''programmification'''. '''Programmification''' introduces a variety of beneficial managerial tools different from project management tools, however implications from introducing programs are to be considered and these aspects of '''programmification''' will be explained in this article.

			== Background ==


			== Cost-Benefit ==


			== Implementation ==


			== Limitation ==


	== References ==		== References ==

	<references />		<references />

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	== Abstract ==		== Abstract ==

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	== Abstract ==		== Abstract ==
	This article will present an introduction to the term '''programmification''' and explain where and how it deviates from projectification. The term '''programmification''' is devised ~~by (CITATION NEEDED) as~~ "... the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations".		This article will present an introduction to the term '''programmification''' and explain where and how it deviates from projectification. The term '''programmification''' is devised "''... the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations.''" <ref>Maylor, H., Brady, T., Cooke-Davies, T., & Hodgson, D. (2006). From projectification to programmification. International Journal of Project Management, 24(8), 663–674. https://doi.org/10.1016/j.ijproman.2006.09.014</ref>.
	When an organisation moves from functional management to project management, it is called ''projectification'' (~~CITATION NEEDED~~, ~~RENAULT~~), ~~however an~~ organisation can have multiple projects running at the same time, and/or in a sequence, the organisation would at some point realize the need for additional management of these projects ~~with the introduction of~~ programs and portfolios of programs. This is '''programmification'''. '''Programmification''' introduces a variety of beneficial managerial tools different from project management tools, however implications from introducing programs are to be considered and these aspects of '''programmification''' will be explained in this article.		When an organisation moves from functional management to project management, it is called ''projectification''. <ref>Midler, C. (1995). “Projectification” of the firm: The renault case. Scandinavian Journal of Management, 11(4), 363–375. https://doi.org/10.1016/0956-5221(95)00035-T</ref>. An organisation can have multiple projects running at the same time, and/or in a sequence, the organisation would at some point realize the need for additional management of these projects and introduce programs and portfolios of programs. This is '''programmification'''. '''Programmification''' introduces a variety of beneficial managerial tools different from project management tools, however implications from introducing programs are to be considered and these aspects of '''programmification''' will be explained in this article.

			== References ==

			<references />

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	== Abstract ==		== Abstract ==
			This article will present an introduction to the term '''programmification''' and explain where and how it deviates from projectification. The term '''programmification''' is devised by (CITATION NEEDED) as "... the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations".
			When an organisation moves from functional management to project management, it is called ''projectification'' (CITATION NEEDED, RENAULT), however an organisation can have multiple projects running at the same time, and/or in a sequence, the organisation would at some point realize the need for additional management of these projects with the introduction of programs and portfolios of programs. This is '''programmification'''. '''Programmification''' introduces a variety of beneficial managerial tools different from project management tools, however implications from introducing programs are to be considered and these aspects of '''programmification''' will be explained in this article.

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