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 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. | ||
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| + | 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. | ||
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Revision as of 18:59, 4 March 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
The term programmification does not have a thorough definition backed by the standards. Maylor, H. et. al [1] 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." [1], 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.
Cost-Benefit
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.
Limitation
References
- ↑ 1.0 1.1 1.2 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
