| 000 -LEADER |
|---|
| fixed length control field |
02309naa a2200229uu 4500 |
| 001 - CONTROL NUMBER |
|---|
| control field |
7369 |
| 003 - CONTROL NUMBER IDENTIFIER |
|---|
| control field |
OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
|---|
| control field |
20191018062530.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
|---|
| fixed length control field |
020927s2005 xx ||||gr |0|| 0 eng d |
| 999 ## - SYSTEM CONTROL NUMBERS (KOHA) |
|---|
| Koha Dewey Subclass [OBSOLETE] |
PHL2MARC21 1.1 |
| 041 ## - LANGUAGE CODE |
|---|
| Language code of text/sound track or separate title |
eng |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
|---|
| Personal name |
PELLEGRINELLI, Sergio |
| 9 (RLIN) |
8243 |
| 245 10 - TITLE STATEMENT |
|---|
| Title |
Shaping context : |
| Remainder of title |
the role and challenge for programmes |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
|---|
| Date of publication, distribution, etc. |
2002 |
| 520 3# - SUMMARY, ETC. |
|---|
| Summary, etc. |
Project management, as a discipline in its traditional form, is is insular, focusing on the definition, planning and execution of a specific objetive. The growing use of projects to effect significant organisational change has led to a widespread interest in programme management. Programmes by grouping, directing and initiating new projects set the context for projects, yet they too are subject to external influences and developments. Emergent thinking on programme management best practice has foucsed on the internal context, namely the marshling of projects and resources to achieve the desired strategic and/or synergy benefits. Relatively neglegcted, though crucially important, is the need to shape, embed and align the programme to the evolving needs of the organisation. This paper argues that, where programmes provide a bridge between projects and the organisation's strategy, programme management takes on many of the characteristics and competencies of strategic change management and organisational development. Programme directors and managers have fundamental roles as mediators' modeators and manipulators of the external context and pressures. They must embrace and deal with the ambiguity, tensions and interplay between the need for concrete action and the strategic imperative of openness, opitions and speedy response. Drawing on a case study, the paper illustrates argues that newly appointed programme directors and managers are often unprepared for the chaqllenges of continually shaping internal and external context, and frequently lacking the creativity, awareness and sensitivity such a role demands |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Programa |
| 9 (RLIN) |
13329 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| 9 (RLIN) |
12105 |
| Topical term or geographic name entry element |
Competência |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Gestão Estratégica |
| 9 (RLIN) |
12400 |
| 650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Desenvolvimento Organizacional |
| 9 (RLIN) |
12229 |
| 773 08 - HOST ITEM ENTRY |
|---|
| Title |
International Journal of Project Management |
| Related parts |
20, 3, p. 229-233 |
| Place, publisher, and date of publication |
, 2002 |
| Record control number |
|
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
|---|
| Koha item type |
Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) |
|---|
| -- |
20020927 |
| Operator's initials, OID (RLIN) |
Lucima |
| Cataloger's initials, CIN (RLIN) |
Lucimara |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) |
|---|
| -- |
20130715 |
| Operator's initials, OID (RLIN) |
1107^b |
| Cataloger's initials, CIN (RLIN) |
karina |
