dc.contributor.author | Farid, Parinaz | |
dc.contributor.author | Karlsen, Jan Terje | |
dc.contributor.author | Torvatn, Tim Kristian Andreas | |
dc.date.accessioned | 2022-11-24T09:31:17Z | |
dc.date.available | 2022-11-24T09:31:17Z | |
dc.date.created | 2018-12-13T12:18:18Z | |
dc.date.issued | 2021 | |
dc.identifier.citation | International Journal of Public Sector Performance Management. 2021, 8 (3), 289-303. | en_US |
dc.identifier.issn | 1741-1041 | |
dc.identifier.uri | https://hdl.handle.net/11250/3033809 | |
dc.description.abstract | The purpose of this paper is to investigate the applicability of project management as a tool and framework for managing a public transformation change process. The studied case concerns a large public merger project occurring between Trondheim and Klæbu municipalities in Norway. The results demonstrate that the Trondheim-Klæbu case effectively applied project management successfully as a tool for managing the change process. We found that basic project management practices from various knowledge areas were vital and employed in a systematic and integrated manner. We especially identify the importance of a fixed goal, a milestone and progress plan, and good communication with stakeholders. | en_US |
dc.language.iso | eng | en_US |
dc.publisher | Inderscience | en_US |
dc.title | Project management in a public transformation change process | en_US |
dc.title.alternative | Project management in a public transformation change process | en_US |
dc.type | Peer reviewed | en_US |
dc.type | Journal article | en_US |
dc.description.version | publishedVersion | en_US |
dc.source.pagenumber | 289-303 | en_US |
dc.source.volume | 8 | en_US |
dc.source.journal | International Journal of Public Sector Performance Management | en_US |
dc.source.issue | 3 | en_US |
dc.identifier.doi | 10.1504/IJPSPM.2021.118677 | |
dc.identifier.cristin | 1642633 | |
cristin.ispublished | true | |
cristin.fulltext | original | |
cristin.qualitycode | 1 | |