| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 276770 | International Journal of Project Management | 2012 | 10 Pages |
This paper critically examines programme structure as a dimension of programme strategy within the context of large-scale-multi-site (LSMS) information system (IS) based change programmes. While a centralized programme structure is often assumed both in literature and in practice, we argue that programme structure should be a strategic decision contingent upon programme environment. Following the structural contingency theory, we characterise programme environment by two dimensions of the programme environment as programme authority over the participating organizations and homogeneity of the business processes among the participating organizations. Based on these two dimensions, we develop an authority-homogeneity matrix. Given a programme of low authority and low homogeneity, the programme should adopt a matching decentralized structure supported by standard process and data interfaces. By comparing two programme cases, we demonstrate how a decentralized approach can work for a LSMS IS-based change programme while a centralized programme structure fails.
► A programme may be centralized or decentralized environment. ► Programme environment an authority-homogeneity matrix. ► Programme decentralized. ► A decentralized structure should be supported by a set of standard interfaces. ► Two large-scale-multi-site programmes are compared within the given framework.
