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The strategic, transformational nature of many information systems projects is now widely understood. Large-scale implementations of systems are known to require significant management of organizational change in order to be successful. Moreover, projects are rarely executed in isolation - most organizations 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 organization to manage the larger dynamics between projects and organizations, over time, and between projects. The contribution of this paper, therefore, is to use literature on organizational theory to provide a more systematic understanding of this area.
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