Change program management: Toward a capability for managing value-oriented, integrated multi-project change in its context. Issue 1 (January 2018)

• Record Type: Journal Article
• Authors: Martinsuo, Miia; Hoverfält, Päivi
• Is Part Of: International journal of project management. Volume 36:Issue 1(2018)
• Page Start: 134
• Page End: 146
• Publication Date: 2018-01
• Subjects: Change programs -- Organizational change program management -- Program lifecycle -- Context -- Multi-project -- Change; Project management -- Periodicals; Network analysis (Planning) -- Periodicals; 658.40405
• DOI: 10.1016/j.ijproman.2017.04.018
• Languages: English
• ISSNs: 0263-7863

Abstract

Abstract: Program management has taken its position in project management research and in public and private organizations as a successful method for managing complex, uncertain, and large-scale changes. During the past 25 years, research has evolved from programs as the conceptual extension of projects to a rich field of empirical studies reflecting the special natures and contexts of change programs and their management, with unique theoretical foundations. To take stock of this recent history, in this article we analyze the patterns of previous empirical studies on change program management and their theoretical foundations. The goal is to identify and summarize proposals to guide forthcoming program management research. The results reveal three main themes of ongoing research: managing over the change program lifecycle, managing programs in their context, and program managers' capabilities. The roots of change program management in organization theories are apparent; structural contingency theory and information processing theories have dominated in previous empirical research, but are clearly being extended to agency, stakeholder, and actor-network theories. New research ideas are proposed for the use of programs in various types of changes, value creation and delivery through change programs, the profiles and capabilities of different actors in program management, the coexistence and interplay of multiple programs, and the complex stakeholder networks involved with change programs. When change becomes more prevalent in the organizations' dynamic contexts, there is an increasing need to develop program management toward an organizational capability for managing value-oriented, integrated, and multi-project change in complex stakeholder contexts. Highlights: Change programs are benefit and value-oriented strategic transformation initiatives. Program initiation and evolution are central in the lifecycles of change programs. Context-dependence of change programs requires integration and different practices. Complex programs set specific requirements to program management capabilities. Also inter-organizational aspects of change programs need to be studied.