Search results

The paper describes the results of an exploratory study of the application of programme management in six companies. A classification of programmes developed may help in understanding the differences between programmes and the managerial impact of these differences. The research shows that the formalised and rigorous approach as described in most programme management handbooks is not widely adopted. The cases show less centralisation, less formalisation and less management of the interdependencies between the projects in the programme than one would expect on the basis of the programme management literature. This is especially the case in programmes that originate as a grouping of a set of existing projects. Yet, formalisation is mentioned as the main success factor in managing programmes.

Introduces the special issue of the papers presented at the 9th International EurOMA Conference, 2‐4 June 2002, Copenhagen, Denmark. The articles represent the wide variety of topics presented at the conference and also a common theme: “mew challenges in operations management”.