Key points are not available for this paper at this time.
This paper considers the limitations of project management tools as boundary objects within dispersed or global programs of teamwork. The concept of boundary object is receiving growing attention in the management literature. These artefacts are argued to provide a basis for negotiation and knowledge exchange between differentiated communities of practice. The paper assesses these claims theoretically and empirically in the context of global projects. Theoretically it draws on the literatures on boundary objects, dispersed work and project management tools and organization. The paper then analyses a case study of a global program in a major computing corporation. The program spanned numerous geographical sites across the US, Europe and Japan as well as several functional communities of practice including production, services, sales, IT and company registry. The method involved interviews with 33 program managers at six sites and analysis of program management devices such as integrated timelines, online status reporting tools and modular roadmaps. The paper argues that in dispersed programs where there is no opportunity for face-to-face interaction, and/or ambiguous lines of authority, project management tools will be ineffectual as boundary objects and prone to avoidance. Boundary objects are inherently limited precisely because of their marginal nature, the effects of which are exacerbated in diverse and dispersed programs.
Sapsed et al. (Mon,) studied this question.