A Model of Project and Organisational Dynamics
AbstractThe strategic, transformational nature of many information systems projects is now widely understood. Large-scale implementations of systems are known to require significant management of organisational change in order to be successful. Moreover, projects are rarely executed in isolation – most organisations have a large programme of projects being implemented at any one time. However, project and value management methodologies provide ad hoc definitions of the relationship between a project and its environment. This limits the ability of an organisation to manage the larger dynamics between projects and organisations, over time, and between projects. The contribution of this paper, therefore, is to use literature on organisational theory to provide a more systematic understanding of this area. The organisational facilitators required to obtain value from a project are categorised, and the processes required to develop those facilitators are defined. This formalisation facilitates generalisation between projects and highlights any time and path dependencies required in developing organisational facilitators. The model therefore has the potential to contribute to the development of IS project management theory within dynamic organisational contexts. Six cases illustrate how this model could be used.
Copyright (c) 2012 Jenny Leonard
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
AJIS publishes open-access articles distributed under the terms of a Creative Commons Non-Commercial and Attribution License which permits non-commercial use, distribution, and reproduction in any medium, provided the original author and AJIS are credited. All other rights including granting permissions beyond those in the above license remain the property of the author(s).