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Paper |
Purpose of research
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Method |
Findings |
| Walenta, T. (2016) ‘Projects & Programs are two Different Animals, don’t Underestimate the Gap’, Procedia – Social and Behavioral Sciences, 226, pp. 365-371. | This research was held up to investigate the cause of projects’ failure although they successfully met the three project’s constraint (budget, time, and scope) | Exploring and compression project management standards and programme management standards | The reason of project failure is due to its failing to create the required benefit as the project management standards do not embrace the concept of benefit, thus there is need to implement programme management. Their study reviled five differences between project management and programme management which result five major gaps:
1-Benefits and Deliverables present different aspects of success 2-Training for project management and program management 3-Standards 4-Personal Capabilities of successful project and program managers 5-Inward / outward focus, different magical triangles
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| Shao, J., Müller, R. (2011) ‘The development of constructs of program context and program success: A qualitative study’, International Journal of Project Management, 29 (8), pp. 947–959.
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Developing the constructs for programme context and programme success to explore the need leadership competences of effective programme management for successful project management.
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Using the approach of qualitative, inductive interview-based, by interviewing 15 programme managers from several industries in China, Sweden, The Netherlands and the UK | Developing a measurement dimensions for programme context and programme success.
The importance of programme managers’ leadership competences as crucial success factor in programme management and how the leadership styles depends on the programme context. |
| Shao, J., Müller, R., & Turner, J. R. (2012) ‘Measuring program success’, Project Management Journal, 43(1), pp. 37–49.
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Developing a programme success’s measurement construct. Testing the programme success measurement construct in different programme contexts by examining the interaction between programme success and programme context | Questionnaire study among project management
professionals (n = 172).
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Key measures of program success (delivery capability, organizational capability, marketing capability, innovative capability) and program context, and how they are linked with each other. |
| Fricke, S. E., & Shenhar, A. J. (2000) ‘Managing multiple engineering projects in a manufacturing support environment’, IEEE Transactions on Engineering Management, 47(2), pp.258–268.
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Identifying the common success factors by Investigating specific problems that are correlated to multiple engineering projects management in an environment that support manufacturing. | Case study method | The success factors in a multiple project environment are different from those in single project management. As some factors such as ownership, staff experience, and communication have additional dimensions when considered in multiple projects environment, and other factors such as division and assignment of resources, prioritization, and customized management style have an important role in the success of multi-project management, while they have little importance in the context of single projects. |
| Ritson, G., Johansen, E., Osborne, A., (2012) ‘Successful programs wanted:
exploring the impact of alignment’, Project Management Journal, 43 (1), pp.21–36. |
Disclosing the key underlying assumptions that connect program management with related theories of strategic, organizational, and project management | Mixed-method study; questionnaire study among 110 program and project management professionals; interviews with 6 program experts from different program contexts | Program management factors and alignment factors explaining successful program delivery; dynamic systems perspective to program management |
| Dooley, L., Lupton, G., O’Sullivan, D. (2005) ‘Multiple project management: a modern competitive
Necessity’, Journal of Manufacturing Technology Management, 16 (5), pp.466-482. |
Examining the theory of project and multiple project management and developing a framework tool to facilitate the management of a portfolio of multiple projects across an organisation and enhance the overall effectiveness of the process | Literature survey | Achieving greater organisational efficiency and decreasing conflicts through an understanding of the complications of managing multi-project. |
| Dietrich, P. (2006) ‘Mechanisms for inter-project integration — empirical
analysis in program context’, Project Management Journal, 37 (3), 49–61 |
Opening the contingency view to programme management by focusing on the problem of inter-project integration and how the perceived uncertainty and structural complexity affect the perceived importance of different integration mechanisms used. | Multiple-case study, interviews, questionnaires,
and documentation |
Program uncertainty and complexity affect the need for mechanisms of inter-project integration; need for alternative mechanisms for information delivery. |
| Lycett, M., Rassau, A., & Danson, J. (2004) ‘Programme management: A critical review’, International Journal of Project Management, 22(4), pp. 289 – 299. | Addressing the increasing recognition of programme management and providing alternative means to bridge the gap between project delivery and organisational strategy. as well as pointing to the significant tensions which prevail across this gap and causing the increase of the threat. | Critical review of the literature | The finding recognised that a unique perspective and approach is required to address the cultural, political and organisational challenges at the programme level. As well as this research noted that the weakness of the programme management techniques is due to two incorrect assumptions: the equivalence between programme management and project management and the single programme management standard approach is applicable in all circumstances. |
| Pellegrinelli, S. (1997) ‘Programme management: Organizing project-based change’, International Journal of Project Management, 15(3), pp. 141–149. | Identifying the nature and the key facts of programmes and programme working and creating a framework to understand and exploit the capacities programmes have to organise project-based activity. | Mixed-method study; interviews with senior managers, in depth study of four different programmes, comparative analysis of a range of other programmes through interviews and document review, and a large-scale interview survey. | The emerge of programme management as an outstanding discipline that reflects the strength of project management and reviles its shortcoming as well. |
| Rijke, J. et al. (2014) ‘Adaptive programme management through a balanced performance/strategy-oriented focus’, International Journal of Project Management, 32, pp. 1197-1209. | Exploring the contribution of programme management in achieving the effective design and delivery of megaprojects. | Mixed-method study; case study of Room for the River flood protection programme in the Netherlands, literature review, document analysis and 55 face-to-face interviews. | The importance of the stakeholders’ collaboration and the coordination to achieve the balancing of the focus of both project and programme management in creating strategic value and achieving high performance. Moreover, the collaboration between the project and programme management will contribute to the capacity of the programme and projects to adapt to new insights and changing contextual conditions. |
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