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A multi-level approach to program objectives: definitions and managerial implications

Author

Listed:
  • De Hertogh, S.
  • Van den Broecke, E.
  • Vereecke, A.
  • Viaene, S.
  • Harpham, A.

    (Vlerick Leuven Gent Management School)

Abstract

Projects are recognized as the building blocks of strategy. Outputs, outcomes, benefits and related concepts have been put forward by the program management community to bridge the gap between strategy and projects. Yet, firstly there appears to be some discordance among authors on the exact nature of these concepts. Secondly, these frameworks may not yet fully reflect the specific nature of strategy implementation. Therefore it is hard to accept them as the basis for communication between the project/program organisation and the business management when managing strategy implementation through programs of projects. We will borrow three concepts (resources, competencies and capabilities) from the resource based view of the company (RBV). We shall use them to define three levels of program objectives. We will illustrate these levels through a case of a strategic program in a professional information services company. We conclude with implications on current program management practice and research.

Suggested Citation

  • De Hertogh, S. & Van den Broecke, E. & Vereecke, A. & Viaene, S. & Harpham, A., 2006. "A multi-level approach to program objectives: definitions and managerial implications," Vlerick Leuven Gent Management School Working Paper Series 2006-11, Vlerick Leuven Gent Management School.
    • Handle: RePEc:vlg:vlgwps:2006-11
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    Keywords

    program management; program objectives; strategy implementation; benefits management;
    All these keywords.

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