4 Managing Project To Project And Project To Organization Interfaces In Programs Organizational Integration In A Global Operations Expansion Program
JPMA-01702; No of Pages 12
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International Journal of Project Management xx (2014) xxx – xxx www.elsevier.com/locate/ijproman Managing project-to-project and project-to-organization interfaces in programs: Organizational integration in a global operations expansion program
Virpi Turkulainen a,b,⁎, Inkeri Ruuska b , Tim Brady c , Karlos Artto b a University College Dublin, School of Business, Ireland
Aalto University, Department of Industrial Engineering and Management, Finland
University of Brighton, Centre for Research in Innovation Management, United Kingdom b c
Received 28 April 2014; received in revised form 6 October 2014; accepted 13 October 2014
Abstract
Managing project-to-project and project-to-organization interfaces is a critical part of program management. However, previous program management research says little about management of these two important interfaces. We study a global operations expansion program at Neste Oil when it expanded its renewable fuels operations globally with four plant projects in 2005–2011, examining how integration is managed in projectto-project and project-to-organization interfaces. Our analysis provides understanding on how management of organizational integration is contingent on the interface by illustrating use of different types of integration mechanisms in those two interfaces. The findings are novel in the context of program management, and the theoretical contributions focus on research on program management especially from an organizational integration and contingency analysis perspective.
© 2014 Elsevier Ltd. APM and IPMA. All rights reserved.
Keywords: Program management; Organizational integration; Organizational interfaces; Project-to-project; Project-to-organization; Global operations expansion
1. Introduction
Recent research suggests that organizations are becoming increasingly sensitive to the need to manage a set of projects as programs in a
Available online at www.sciencedirect.com
ScienceDirect
International Journal of Project Management xx (2014) xxx – xxx www.elsevier.com/locate/ijproman Managing project-to-project and project-to-organization interfaces in programs: Organizational integration in a global operations expansion program
Virpi Turkulainen a,b,⁎, Inkeri Ruuska b , Tim Brady c , Karlos Artto b a University College Dublin, School of Business, Ireland
Aalto University, Department of Industrial Engineering and Management, Finland
University of Brighton, Centre for Research in Innovation Management, United Kingdom b c
Received 28 April 2014; received in revised form 6 October 2014; accepted 13 October 2014
Abstract
Managing project-to-project and project-to-organization interfaces is a critical part of program management. However, previous program management research says little about management of these two important interfaces. We study a global operations expansion program at Neste Oil when it expanded its renewable fuels operations globally with four plant projects in 2005–2011, examining how integration is managed in projectto-project and project-to-organization interfaces. Our analysis provides understanding on how management of organizational integration is contingent on the interface by illustrating use of different types of integration mechanisms in those two interfaces. The findings are novel in the context of program management, and the theoretical contributions focus on research on program management especially from an organizational integration and contingency analysis perspective.
© 2014 Elsevier Ltd. APM and IPMA. All rights reserved.
Keywords: Program management; Organizational integration; Organizational interfaces; Project-to-project; Project-to-organization; Global operations expansion
1. Introduction
Recent research suggests that organizations are becoming increasingly sensitive to the need to manage a set of projects as programs in a
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