Programmification of work
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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. | ||
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| + | == Limitation == | ||
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== References == | == References == | ||
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Revision as of 21:44, 22 February 2019
Developed by Charles Thillemann Hemmingsen
Contents |
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." [1]. When an organisation moves from functional management to project management, it is called projectification. [2]. 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
- ↑ 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
- ↑ 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
