International Journal of Management, Knowledge and Learning, 9(1), 3–25
Formation of Project Identity
in a Multi-Project Environment
Emmanuel Nyameke
University of Oulu, Finland
Harri Haapasalo
University of Oulu, Finland
Kirsi Aaltonen
University of Oulu, Finland
Managing multiple projects concurrently is an effective way to handle mod-
ern business projects. However, management of project multiplicity is still a
challenge in the construction industry, and the project identity is considered
fundamental for success of a project. This study seeks to deepen the un-
derstanding of multi-projects and to outline key features that constitute the
process of managing projects simultaneously in multi-project environments
within project-based organisations. A case study with two renowned construc-
tion companies in Finland was undertaken to identify five processes that
constitute project identity in a multi-project environment. These processes
include: (1) articulating a multi-project environment vision and goals; (2) man-
aging the allocated recourses and schedule for a multi-project environment;
(3) establishing adequate communication systems for a multi-project envi-
ronment; (4) establishing stakeholders’ management and paying attention to
documentation details; and (5) providing adequate training and establishing
an innovation-adaptive box. These results will assist project-based organi-
sations in developing and managing projects concurrently in a multi-project
environment.
Keywords: multi-project environment, project identity, organisational identity,
management
Introduction
Background of the Study
Creating a project has nowadays been the most effective and suitable way
of achieving the objectives of a given task, irrespective of the size and mag-
nitude of said task (Ahola et al., 2013; Schipper & Silvius, 2018). More so,
the increase of relational contracts and integrated project deliveries have
raised great potential for innovations and improvements in performance,
concerning the prosperity of the whole project. Usually, some projects are
managed solely as a single project which is popularly known as single-
project management (Patanakul & Milosevic, 2008), some are managed
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4 Emmanuel Nyameke, Harri Haapasalo, and Kirsi Aaltonen
as programmes, and others as multi-project environment. Programmes are
groups of related projects that share a common goal, with strong inter-
dependency, and with the focus on delivering a single product or service
(Blismas et al., 2004; Patanakul & Milosevic, 2008).
Multi-project environment is an organisational setting constituted within
anorganisationforthepurposeofsimultaneouslyexecutingvariousprojects
that are or may be independent and have separate goals and deliverables
(Engwall & Jerbrant, 2003). Projects are grouped under multi-project envi-
ronment settings to effectively utilise recourses and better management.
At the executive level of an organisation, all projects in the multi-project
environment are more often called project portfolio (Pennypacker & Dye,
2002; Patanakul & Milosevic, 2008)
The multi-project environment organisational setting has undeniably be-
come the preferred project-based organisational model for executing mul-
tiple projects simultaneously (Spalek, 2012). It is a result of the increase
of relational contracts and integrated project deliveries. Nevertheless, re-
searching the management of multiple projects organisational setting is
limited, as most research in the area of project management is heavily
geared towards management of a single-project model (Payne, 1995; Elo-
nen & Artto, 2003; Pennypacker & Dye, 2002; Yaghootkar & Gil, 2012).
However, the rate of simultaneous project management and the com-
plexity of these projects have been increasing steadily for decades (Dye &
Pennypacker, 2000). Many researchers have therefore become interested
in Multi-Project Environment settings in particular and thus recognised the
importance of managing multiple projects simultaneously (Payne, 1995; &
Artto, 2003; Geraldi, 2008, 2009; Yaghootkar & Gil, 2012; Wang et al.,
2017). But the research reveals the lack of concept that upholds managing
multiple projects simultaneously (Spalek, 2012).
Besides, little existing literature on multi-project organisational settings
focuses mainly on the planning and allocation of resources (Abdullah,
2009; Hans et al., 2007; Wang et al., 2017; Yaghootkar & Gil, 2012),
although planning and allocation of resources are primary issues when
multiple projects are executed simultaneously (Engwall & Jerbrant, 2003;
Yaghootkar & Gil, 2012).
There is no doubt about this claim, yet there are still challenges con-
cerning the management of multi-project organisational settings. But it is
clear that creating project identity (Gioia et al., 2010; 2013; Hietajärvi &
Aaltonen, 2018) in a multi-project environment plays a vital role here. Or-
ganisational identity is considered to be the basis for success. According
to Gioia et al. (2013), in order to have a clear meaning and a deeper under-
standing of an organisation, the concept of identity is of key importance.
It reflects and defines answers to questions such as ‘who we are, what
International Journal of Management, Knowledge and Learning

Formation of Project Identity in a Multi-Project Environment 5
we stand for, what’s our future, what makes us stands out from other or-
ganisations and what are the things we have in common.’ Organisational
identity research is two-fold, related to permanent organisation on the one
hand,and totemporal organisation(projectsidentity) ontheother. However,
organisational identity research is dominated by permanent organisational
identity. Research concerning project identity is very limited, especially that
relating to project identity in a multi-project environment. Nevertheless, this
research is focused on project identity.
According to Hietajärvi and Aaltonen (2018), project identity is defined
as features of a project organisation that the members see as milestones
of its character or true image that make the project organisation distinctive
from other project organisations. Project identity can clearly be articulated
in the project goals, values, working practices, signs, and symbols (Gioia et
al., 2010; Walker & Lloyd-Walker, 2015).
Why the need for project identity in a multi-project environment and why
is it considered fundamental for project success? Creation of project iden-
tity aims at getting project stakeholders to be committed, and even more
at attracting the best talent to execute the project. According to Walker and
Lloyd-Walker (2015), project identity is usually well articulated in the project
goals and vision, but often ignored as well. This is not good since people do
identify with the project they work for. When project members feel the pur-
poseoftheprojecttheyworkfor,itgivesthemagreatsenseofcommitment
and motivation that facilitates the success of the project.
Intheirpublication,ChristensonandWalker(2004)identifiedhowproject
vision plays a vital role in project delivery success. The purpose of the
project and the ultimate intention is to convey information about it, to
put the project in a spotlight in order to gain assistance of stakeholders
who might have influence on the project but are yet to be identified. How-
ever, project vision has a direct connection with the project identity concept
(Walker & Lloyd-Walker, 2015).
The project identity in a multi-project environment seeks to outline the
key features related with managing multiple projects simultaneously. Due to
the importance of identity role relative to the success of an organisation,
this paper seeks to deepen the understanding and outline the key features
that constitute creation of project identity in a multi-project environment
setting. As for the outlining key milestones, a project-based organisation
has to address them adequately prior to executing a project in a multi-
projectenvironment.However,thispaperutilisedresearchonorganisational
identity to examine how project identity is created in a multi-project environ-
ment.
The above information may be condensed into the following research
question:
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6 Emmanuel Nyameke, Harri Haapasalo, and Kirsi Aaltonen
What are the cornerstones for the identity formation in a multi-project
environment and which levels of management are responsible?
This study addresses the research question in a qualitative manner
both through literature and through the analysis of industry interviews.
This research question was addressed by analysing two multi-projects in
the Helsinki metropolitan area: Tripla by YIT, and the Western Metro under-
ground excavation project.
Tripla by YIT is a construction multi-project, ongoing currently and esti-
mated to continue for the next ten years. The project consists of a three-
block complex including a shopping centre, a parking garage, and a public
transportation hub. Additional housing, hotels, and offices are planned as
well. The Western Metro underground excavation project is part of a larger
project known as WesternMetro. The WesternMetro project is an extension
of Helsinki metro line to Espoo; the new metro line is 13.9 kilometres long.
This paper contributes to research concerning organisational identity for-
mation (Gioia et al., 2010, 2013; Schultz & Hernes, 2013; Hietajärvi &
Aaltonen, 2018) as well as literature on multi-project environments (Payne,
1995; Elonen & Arrtto, 2003; Geraldi, 2009;Yaghootkar & Gil, 2012; Wang
et al., 2017). The findings of this study point to an emergent research
theme of both theoretical and practical interest.
Literature Review
Multi-Project Environment
Project management publications most frequently go hand-in-hand with
either single-project management or multi-project management (Abdul-
lah, 2009; Blismas et al., 2004). According to Evaristo and Fenema
(1999), most of the existing research, both theoretical development- and
practicality-centred, are heavily geared toward single-project management,
while only a few are concentrated on multi-project environments. According
to Turner (2009), the most vital characteristic of a single project is that all
its integrated parts are almost interdependent and aim for the same goal.
Thus, the single-project management practice contributes little in terms of
managing multi-projects; in that sense, it has probed researchers’ interest
toward researching multi-project environments.
Although there may be some similar activities between single-project
management and multi-project management, there are significant differ-
ences between the two (as their names imply). Considering the scope of
this study, single-project management is a project-based organisation that
manages only one specific project for a customer, and the project may be
in a constrained geographical area. However, a multi-project environment
is the situation in which a project-based organisation manages different
International Journal of Management, Knowledge and Learning

Formation of Project Identity in a Multi-Project Environment 7
projects for two or more customers simultaneously in specific geographical
areas (Turner, 2009; Blismas et al., 2004; Evaristo & Van-Fenema, 1999).
According to Geraldi (2009), managing multiple projects is accompanied
by many challenges and, for that matter, the need for diverse degrees of
flexibility within organisational structures. Firms that are involved with multi-
project businesses face not only the differences between project phases,
but also differences between projects in their portfolios, differences be-
tween project activities, differences between products or services, differ-
ences between potential partners, differences between various customers
with different identities, and differences between geographical areas within
which projects are executed.
Challenges that occur when managing multiple projects simultaneously
makethese typesofprojectsmore complexto managethansingle projects.
Management for multi-projects consists of unique problems, most com-
monly in terms of managerial aspects (Abdullah, 2009). Due to the unique-
ness and complexity aspects regarding multi-project environments, organi-
sational structures for managing single projects need to improve or develop
to fit multi-project environment settings (Blismas et al., 2004).
According to Abdullah (2009), the complex nature of a multi-project envi-
ronment team work activities creates a high level of office interdependence
among team members. The management of multi-projects requires a wide
rangeofparticipants.However, projectshavetobeachieved simultaneously
by conducting the project activities with the same human resources depart-
ment belonging to the multi-project organisation.
Traditionally, projects are managed by focusing on scope, planning, or-
ganisation,andcontrol.Thetraditionalprojectmanagementaimstoachieve
a feasible objective within allocated budget, time frame, and quality spec-
ification. In the case of multi-project environments, every individual project
retains its own scope and goals and all relevant team members then focus
on the overall goal of the multi-project. The multi-project goal becomes the
priority of both the multi-project manager and the entire project members.
Involved members aim to achieve the multi-project task within a specifi-
cally defined budget, time frame, and quality specification (Abdullah, 2009;
Turner, 2009).
The Origin of Project Identity
Organisational Identity
Organisational identity is said to be present at two levels of categories:
organisational identity at the level of permanent organisation (Gioia et al.,
2010), and organisational identity at the level of temporary organisation
(project level) (Hietajärvi & Aaltonen, 2018).
Organisational identity is richly present in the literature on both theo-
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8 Emmanuel Nyameke, Harri Haapasalo, and Kirsi Aaltonen
retical and empirical data aspects over the last three decades (Gioia et
al., 2013); this relative research was initiated after Albelt and Whetten pub-
lishedtheirbook,OrganisationalIdentity (1985).Thebookencouragedmost
researchers to dive more deeply into the study of organisational identity.
According to Rutitis et al. (2012), practitioners that were involved in design
activity during the early 1970s originally initiated organisational identity.
Organisational identity is both a managerial concept and a strategic
tool that forms the fundamentals of a well-developed organisation (Albelt
& Whetten, 1985). Organisational identity reveals more about the percep-
tion of the organisation members and the concept and strategies used to
structure the said organisation. Constructing an organisation defines and
highlights who/what the organisation is, what type of business is it in, how
is it unique, and how is it different from other organisations in the industry.
Since its initiation, organisational identity has received various defini-
tions from scholars and researchers, with a diverse mix of organisational
structure and management approach practices. Rutitis et al. (2012), after
having compared numerous definitions proposed by organisational identity
scholars and researchers, defined organisational identity as various ways
of making an organisation known to people, providing a way for people to
describe it, and making people retain good memories associated with it.
AccordingtoHietajärvi andAaltonen (2018),even thoughdefinitionswith
regard to organisational identity vary as the years progress, the fundamen-
tal and outstanding definition of organisational identity is as follows: a sys-
tem of claims that summarise what the organisation aims to maintain, be it
their beliefs, uniqueness, or endurance. According to Rutitis et al. (2012),
every corporation has its own identity that makes it different from all the
many organisations within its competitive environment. Organisational iden-
tity is displayed through the name, ethos, aims, values, mission statement,
goals, and symbols of an organisation.
According to Hietajärvi and Aaltonen (2018), most research on organ-
isational identity is biased towards identity at the level of permanent or-
ganisation (operational) with very little concentration on the formation of
organisational identity at the level that embodies characteristics such as
uniqueness, budget constraint, and a defined beginning and end-that is,
project identity.
Project Identity
Creation of project identity aims at getting project stakeholders to be com-
mitted, andalso to attractthe besttalents to executethe project.According
toWalkerandLloyd-Walker(2015),projectidentity isusually wellarticulated
in project goals and vison, but more often than not, the identity is ignored.
This is not good, as people do identify with the project they work for. When
International Journal of Management, Knowledge and Learning

Formation of Project Identity in a Multi-Project Environment 9
project members do feel the sense of purpose about the project they work
for, it gives them a great sense of commitment and motivation that facili-
tates the success of the project.
Hietajärvi and Aaltonen (2018) defined project identity as features of an
organisation that members of the project see as the heart of the organisa-
tion character or true image, and that distinguishes the project organisation
from others. The project identity can be articulated through project goals,
values, working practices, signs, and symbols. Additionally, project identity
can very well be influenced by the stakeholders’ image feedback based on
the project surroundings.
Despite the lack of existing literature on the subject of project identity,
there are a few works on the subject of project team identity and cohesion
(the willingness of the project team members to remain on the team) as
well as project risk identity. According to Hietajärvi and Aaltonen (2018),
project identity shares the same philosophy as organisational identity-that
identity is a continual element-which means that project identity is dynamic
and vigorously active, but not fixed (Gioia et al., 2010, 2013).
Project Identity Formation in a Multi-Project Environment
Formation of organisational identity has limited theoretical and empirical
data concerning project identity, as most research conducted under this
discipline has been concentrated on the organisational identity context and
characteristics as well as its influential elements and change of identity.
Project identity, in the formation of a multi-project environment, is con-
sidered to be a process that leads organisations through the process of
constituting and constructing structures for executing two or more projects
simultaneously in specific geographic areas. Formation of project identity
is assumed to commence at the beginning of the project stages-in other
words, the earliest phases of the project (Kolltveit & Gronhaug, 2004)
Project identity formation occurs when all the project activities, goals,
schemes, and directions are discussed for the purpose of strategising the
shape of the project in the early stages of its lifecycle (Floricel & Miller,
2001). This is the stage in which all stakeholders involved in the project
build their understanding of ‘who we are, in what kind of project we are in,
andwhatdowewanttobe’(Hietajärvi&Aaltonen,2018;Gioiaetal.,2010,
2013).
Research Process
This research aims to enhance the understanding of project identity in a
multi-project environment. Existing research on this subject is scarce; for
that matter, we chose to use a qualitative research method, namely a re-
search methodology by which the researcher focuses on interpretation and
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10 Emmanuel Nyameke, Harri Haapasalo, and Kirsi Aaltonen
interception of the subject in question. Qualitative data is acknowledged
in its richness and holistic qualities that reveal complexities about the na-
ture of life (Miles & Huberman, 1994; Pekuri et al., 2015). The research
question in this study is directed, as is the case in the selection of the
qualitative research method, toward gathering an in-depth understanding of
the research subject. Thus, in order to address the questions of ‘how’ and
‘why,’ we must first study this research.
Case Study for Empirical Data
Concerning this study, two renowned Finnish construction companies with
specific case projects were chosen: Tripla by YIT in Helsinki, and Western
Metro in Espoo. The reason these renowned companies and projects were
chosen is their reputation in multi-project environments and project man-
agement. The selected projects offered the very best opportunity to deepen
our understanding of project identity in a multi-project-project environment.
Tripla by YIT Project
YIT is a well-established construction company and a pioneer in the con-
structionindustry.YIThasbeeninexistenceforoveracenturyandoperates
in several counties, suchasFinland, Russia,the Balticcountries, CzechRe-
public, and Slovakia. YIT aims to create a better living environment within
the jurisdiction in which it operates. Aside from the prosperity in above-
mentioned countries, it is one of the largest housing and infrastructure
developers in the construction industry. The company vision includes being
a step ahead of its clients, competitors, and workers. YIT, in total, operates
with more than 3,500 employees with a turnover in 2017 estimated at 3.8
billion euros.
Tripla by YIT is one of the case studies for this research. It is a currently
ongoing multi-project that is estimated to continue for the next ten years.
Tripla is located at Pasila in the Helsinki metropolitan area and is designed
tocomprisethree cityblockswitha totalestimated areaof183,000square
metres. The objective of the project is to build a three-block complex that
includes a shopping centre, a parking garage, and a public transportation
hub as well as housing, hotels, and offices.
Currently, 500 people are working on the project, including sub-contrac-
tors, and that number is expected to rise to 1,000 in the future. The overall
cost estimate of the project is 1 billion euros. Tripla, when completed, will
become the new centre of Helsinki, as it will be three times bigger than the
current city centre of Helsinki. There will be several new transportation con-
nections to various destinations within Helsinki, such as a new ring rail line
to the Helsinki airport, a connecting rail line to the Metro, and the western
extra rail track. Tripla will transform Pasila into an ultramodern city and will
International Journal of Management, Knowledge and Learning

Formation of Project Identity in a Multi-Project Environment 11
be one of the most beautiful and unique cities in Finland. Upon completion,
the new city will provide 400 residential homes with approximately 7,000
job prospects. In addition, another housing project is planned beside Tripla;
it will consist of roughly 4,600 homes.
Western Metro Underground Excavation Project
Lemminkäinen has been in existence since 1910, driven by the purpose
to provide services to construction companies. The company’s main focus
of operations, in the beginning, was bitumen works and concrete manu-
facturing products. Using its competences, the company manoeuvred and
widened, bit-by-bit, its net of operation by venturing into other construction
activities such as road surfacing, transport infrastructure, civil engineering,
rock engineering, and construction building. The company has grown into
an international company and currently operates in nine countries: Finland,
Denmark, Estonia, Latvia, Lithuania, Norway, Poland, Russia, and Sweden.
The company currently operates with 4,700 employees and had a net sale
of 1.7 billion euros in 2016.
The Western Metro underground excavation project is the second case
project analysed in this study. Lemminkäinen Oy is the main construc-
tion company executing this project, followed by Länsimetro Oy, a company
owned by the city of Espoo and Helsinki, who oversees the construction op-
erations of the Western Metro project. The Government of Finland, Helsinki,
and Espoo are the sponsors for this project. The Western Metro project is
an extension of the Helsinki metro line to Espoo, and the new metro will
run through many parts of Espoo.
The Western Metro is an underground metro line of approximately 13.9
kilometresandisestimatedtotransportroughly30,000travellersdaily.The
WesternMetrohastwoparallel newlineswithastrongtransportconnection
from the southern part of Espoo through Lauttasaari that ends in the city
centre of Helsinki.
Data Collection
We used semi-structured interviews to gather primary empirical data. Ta-
ble 1 provides an overview of case companies and interview details. We
interviewed a total of five key executives and project managers who are at
the forefront of executing the case projects. Additionally, we collected some
information from the company websites and public presentation materials.
The interviews serve as a primary source of data collection. The question-
naire covered general themes related to multi-project management, project
identity, and project identity in multi-project management.
Taylor and Bogdan (1984) elaborated upon the importance using inter-
views as a means of colleting primary data; thus, the interviews serve as
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12 Emmanuel Nyameke, Harri Haapasalo, and Kirsi Aaltonen
Table 1 The Overview of Case Companies and Interviewees
Case
company
Project Number
of inter-
viewees
Date &
interview
duration
Position of
interviewees
External document &
information
YIT Tripla by
YIT
46 M a r c h
2017,
2h
Project Eng., Project
Manager, Quality
Manager, Project
Director
Project website:
https://tripla.yit.fi/en
Workshops & trainings:
Confidential materials
Lemmin-
käinen
Western
Metro
17 D e -
cember
2016,
1.5h
Project Manager Project website:
https://lansimetro.fi/en
Workshops & trainings:
Confidential materials
an effective tool for dialoguing cases that have not been observed. Fur-
thermore, interviewing the participants directly with regard to a particular
matter provided us with a thorough understanding of their views and knowl-
edge specific to our research topic.
All the interviews were conducted at our interviewees’ worksites, inside
common spaces on the premises of each of the ongoing projects. The in-
terviews were recorded digitally and transcribed later. However, to main-
tain validity, the interviewers took notes during the interviews as a backup
method. The tapes and notes facilitated the analysis of the qualitative data
gathered.
The researchers first started the analysis by identifying the relevant
themes from the interview transcript with regard to creating project identity
in a multi-project environment. Interviews were then condensed to assist
the researchers in gathering the relevant, common information for the for-
mation of project identity in a multi-project environment. Selected evidence
from condensed data was put together to research empirical data, enabling
the researchers to crosscheck our interpretation and boost our confidence
in the research findings. Based on the analyses, five processes that af-
fect creating project identity in a multi-project environment formation were
identified.
Firstly, the interview with the Western Metro underground escalation
projectmemberswasconductedduringthefirstweekofDecemberin2016.
The interview lasted for about an hour and a half, involving two researchers
and our correspondent, the latter being the underground excavation man-
ager. The correspondent has worked for the company for several years and
has played several managerial roles in numerous projects. He was also a
participant in the first alliance project in Liekki, Finland, namely renovation
of a 90km-longrailway line (Hietajärvi &Aaltonen, 2018).Based on the cor-
respondent’s experience in project management, his involvement provided
a great opportunity for the researchers to acquire necessary information
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Formation of Project Identity in a Multi-Project Environment 13
that facilitated answering of the research question. Besides the interview,
workshops, training and other project confidential materials were provided
to help in the analysis.
The second interview was conducted with Tripla by YIT members on
March 6, 2017. The interview lasted for almost two hours and was adminis-
tered to four members who currently play a very important role in the Tripla
project. These members hold the following positions: director of project
development and design, quality and development manager, project man-
ager, and project engineer. The interview was conducted in a group, with all
the members together, and every interviewee had the freedom to answer a
given question based on their experience, knowledge, and competence with
regard to project identity in a multi-project environment. The interviewees
have worked with YIT for several years and have gained extensive experi-
ence. This experience provided the great opportunity for the researchers to
acquire necessaryinformation that facilitated theanswering ofthe research
question.
Identity Formation in Case Projects
Theempiricaldataisintotalsupportofthedefinitionof‘projectidentity’ina
multi-projectenvironment-thatis,thefeaturesthatarecentraltotheproject-
basedorganisation’scharacterthatdifferentiatetheorganisationfromother
project organisations when executing multiple projects concurrently (Albert
& Whetten, 1985; Hietajärvi & Aaltonen, 2018). The following five findings
based on the empirical data are central for managing project identity in a
multi-project environment:
1. Formulating and articulating a multi-project environment vision and
goals;
2. Establishing adequate communication systems for a multi-project en-
vironment;
3. Managing allocated resources and schedule for a multi-project envi-
ronment;
4. Establishing stakeholders’ management and paying attention to doc-
umentation details;
5. Providing adequate training and establishing an innovation-adaptive
box.
Formulating and Articulating a Multi-Project
Environment’s Vision and Goals
Articulatingamulti-projectenvironmentvisioninvolvescreatingaformulafor
said vision and setting individual project goals when managing more than
one project in parallel. Our respondents commented about how pursuing
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14 Emmanuel Nyameke, Harri Haapasalo, and Kirsi Aaltonen
such a vision aligns the multi-project vision to the organisational value of
the project:
In my opinion, the first and foremost things to consider in such
projects (multi-project), per my experience, is to bear in mind the
project concept where the project ideas are conceived. This makes
you visualize what entails in the project.
The multi-project environment’s goals and vision should be clear and
made a priority by all project workers. Within a multi-project environment,
every individual project retains its own scope and goals, and all team mem-
bers then focus on the overall goals of the multi-project environment. The
multi-project environment goal then becomes the priority of the multi-project
manager and the entire project crew. They aim to achieve the multi-project
task within a specifically defined budget, time frame, and quality specifica-
tion. One interviewee commented about this structure:
With this kind of project (multi-project), delivery of the overall goal of
the projects then becomes our target. There may be individual goals
within the different sections, but at the end of it all, we are looking
at the multi-project goal, and this makes me feel is one project even
though for different clients. It elevates some burden on you as project
manager because you know someone is at your back. It makes you
feel we are in this together.
Agreeing on one common goal and vision is reminiscent of consensual
identity within a multi-project environment.
One crucial aspect of managing multi-projects are the processes, such
as the project initial processes, planning processes, executing processes,
monitoring and controlling processes, change control processes, and clo-
sureprocesses.Currently,alltheseprocessesaremainlydesignedforman-
aging a single project. One interviewee recalled,
The very thing that makes a multi-project environment quite diffi-
cult is the fact that project management processes are designed for
single-projectmanagement.Single-projectmanagementprocessesex-
ist, and that makes it easy in managing single projects. Therefore,
for one to successfully undertake a multi-project environment, these
processes must be carefully designed to fit multi-project environment
context.
Due to the uniqueness and complexity aspects associated with man-
aging projects concurrently, organisational structures for managing single
projectscannotbedirectlyutilisedformanagingmulti-projects.Thiscallsfor
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Formation of Project Identity in a Multi-Project Environment 15
unique approaches, techniques, and tools when managing multi-projects.
As one interviewee said,
I do not think it is possible to execute multi-projects by using the
sameorganisationstructureformanagingsingleprojects.Thisconsist
of different projects, which belong to different clients, and executing
concurrently. Therefore, there is the need to design an organisation
structure that fits for multi-projects as we have done for this project.
A new organisation structure has been designed for the Tripla project,
which makes the project unique. The organisational structure then plays a
vital role in managing the multi-project.
Managing Allocated Resources and Schedules
for Multi-Project Environments
Theinterviewees agreedthatplanning amulti-projectandorganisingitsallo-
cated resources is at the heart of multi-project environment processes, as
stated in the literature review. They elaborated upon the fact that, since it
consists of identifying the portfolio of projects in the multi-project, defining
the scope of work and schedule for the multi-project, indicating the mile-
stones, and determining the total budget needed for the entire multi-project
is of utmost significance. One interviewee commented,
It’s true we encounter problems, especially concerning human re-
source allocation, most often because we (the project managers) all
draw our workers from one big pool. It becomes a challenge when you
need a certain project worker for an activity to be fixed and this same
person is working on another project. When these challenges happen,
you have nothing to do than to wait until he/she is done.
As for empirical data, the number of project workers estimated to work
on the multi-project increases when the actual work is initiated. One inter-
viewee commented,
The number of project workers estimated keeps increasing as we pro-
ceed; as it is now, I am preparing to recruit new project workers even
though this was not part of our initial plan.
Establishing Adequate Communication Systems
for Multi-Project Environments
Empirical data shows that means of communication play an important role
in a multi-project environment. Thus, highly developed communication plans
as well as robust and inquisitive lines of communication must be created
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16 Emmanuel Nyameke, Harri Haapasalo, and Kirsi Aaltonen
between the customer or the customer’s consultant and the required multi-
project team in order to execute successful multi-projects. One interviewee
indicated,
Communication, I may say, is very important in terms of this kind of
project(multi-project).Communicationisanaspectofprojectmanage-
ment that cuts across every activity concerning the project. Not only
the project workers it has effect on, it affects all stakeholders, such
as customers, customers’ consultants, city authorities, city planning
authorities, and community dwellers as a whole.
The mode of communication is an issue for the correspondents, as they
continue to express the need to consider selecting the right communica-
tion media to communicate required information among participants. There
exists a strong need to utilise current communication technologies in order
to communicate effective information. Other interviewees elaborated on the
communication issue, one of whom stated:
We have come a long way as a company, and we have realised how
communication plays an important role in project management, es-
pecially when managing multi-projects. Therefore, we make use of
modern technologies for communications. Aside from the traditional
means of communication, such as phone calls, video calls, e-mails,
and memorandum, we also use social media platforms and cus-
tomized software for communication. Besides, our webpage also pro-
vides information to both internal and external stakeholders.
Empirical data indicate alternative ways of eliminating the risk involved
with communication as well as determine effective ways for delivering infor-
mation within a multi-project environment. As stated by one interviewee,
Communication is one of the issues that faces multi-project environ-
ments,butwetrytocontrolthat bymeetings.Ithinkaregular meeting
amongtheperspectivesectionisoneofthebestwaysofhandlingthis
now, by having meetings on a weekly basis, some in two weeks, and
monthly. In some cases, when the need arises, there can be an emer-
gency meeting as well, to address important issues.
Establishing Stakeholders’ Management and Paying Attention
to Documentation Details
One of the key multi-project environment identities, according to empirical
data, is external stakeholders’ management. Considering projects as Tripla
andWesternMetrothatinvolveseveralentities,suchascityauthorities,city
planners, and the entire public, it is necessary for the project-based organ-
isations to factor in good external stakeholders’ management, which is the
International Journal of Management, Knowledge and Learning

Formation of Project Identity in a Multi-Project Environment 17
appropriate means for reaching a consensus or conforming and agreeing
with the project stakeholders. As one interviewee said,
In such a kind of project (multi-project), a lot of interaction goes on be-
tween the project companies, the public, city authorities. The project
must conform to environmental regulation and as well conform to city
planning. However, we try to discuss them at the top management
level to make sure there is mutual understanding among each party.
Tripla is currently in the process of becoming one of the best ultra-
modern facilities in the Helsinki metropolitan area. People living nearby
are inquisitive about project updates, therefore the project organisation
should keep the public updated on its progress. Another interviewee makes
it known that
We try to communicate intensively with the public through our web-
site and our social media handles, such as Facebook and Twitter. We
particularly have two persons in charge of our publications concerning
Tripla, to make sure the public is updated on any issue concern to the
project.
According to empirical data, some project managers have indicated the
importance of mutual understanding between customers’ consultants and
project organisations, as well as the need to pay critical attention to and
monitor the individual project documentation before and during project exe-
cution. One interviewee stated,
The individual project documentation is also a key. One thing to con-
siderwhenitcomestoprojectdocumentationistobuildtrustbetween
the customers’ consultant and the project organisation. The whole
thing is based on trust.
Providing Adequate Training and Establishing an Innovation-Adaptive Box
After documentation has been thoroughly studied and clearly understood,
one of the most significant aspects that help managing a successful multi-
project is the project managers’ management of specific, various roles.
When selecting a leader for the multi-project, the project manager must first
consider the overall objective and goals of the multi-project, and collaborate
with all other leaders to execute the project successfully.
The leaders are all drawing from one pool of resources, and therefore
some project workers may engage in certain activities when other project
managers need them elsewhere. In such cases, the collaborative attitude
must be a factor. One interviewee stated,
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18 Emmanuel Nyameke, Harri Haapasalo, and Kirsi Aaltonen
We make sure renowned project managers with the capability and
ability to collaborate and work together are selected, because all the
various project managers need to come into conscientious to achieve
the multi-project goal.
Theempirical data indicates how muchis necessaryto provide adequate
trainingforprojectworkersbeforeandduringtheentireprojectlifecycle.The
project organisation selects and prepares the appropriate project workers
whoseinvolvementwillbenecessaryfortheexecutionofasuccessfulmulti-
project. The required training will therefore enable individual and various
project teams to clearly identify their roles and responsibilities specific to
the multi-project. According to one interviewee comment,
We provide required training for every project worker before they start
working at the site. We give training to individuals and groups depend-
ing on when and where to start working. The training helps the project
workers to fulfil their roles and responsibility in executing the required
task given.
Our data also indicates one vital educational aspect that the project or-
ganisation is always keen on when executing multi-projects: safety training,
which emphasises how project management prioritises working in an envi-
ronmentally sound and safe environment. The appropriate measures are in
place to make sure all project workers undergo a well-planned safety train-
ing session that reduces the risk of accidents. One interviewee indicated,
We make sure all our project members have the required safety train-
ing before starting work at the site. We are very much concerned
about safety, and I believe it is one of our records of accomplishment.
Even with the sub-contractors we work with, we make sure they fully
abide by the safety rules and regulations.
Innovative adaptation plays a vital role in achieving quality management
aims.It isbyitsvirtueofenhancementthatinnovativeadaptation continues
improving performance. Innovative adaptation achieves quality goals when
tools and methods such as benchmarking, quality auditing, and scorecard
balancing are deployed to adapt innovative practices within the internal and
external parameters of an organisation.
Improving operation of an organisation has always been the motive for
continuous improvement. Therefore, project organisations need to upgrade
to current best practice within the industry. In this sense, areas that need
to be improved are adequately identified, and the project organisation may
gain more innovation advantages.
International Journal of Management, Knowledge and Learning

Formation of Project Identity in a Multi-Project Environment 19
Discussion
This paper contributes to the research concerning organisational identity
formation (Gioia et al., 2010, 2013; Schultz & Hernes, 2013; Hietajärvi &
Aaltonen, 2018), as well as literature on multi-project environments (Payne,
1995; Elonen & Arrtto, 2003; Geraldi, 2009;Yaghootkar & Gil, 2012; Wang
et al., 2017). The findings of this study point to an emergent research
theme of both theoretical and practical interest.
The study has identified five processes that affect project identity in
a multi-project environment formation. We have identified these five pro-
cesses to be central for the identity formation process in a multi-project
environment. They are necessary and must be addressed prior to the exe-
cution of concurrent projects. Figure 1 provides a clear picture of the pro-
cesses involved in project identity within a multi-project environment, includ-
ing: (1) articulating a multi-project environment vision and goals; (2) man-
aging the allocated resources and schedule for a multi-project environment;
(3) establishing adequate communication systems for a multi-project envi-
ronment; (4) establishing stakeholders’ management and paying attention
to documentation details; and (5) providing adequate training and estab-
lishing an innovation-adaptive box. Based on empirical data provided within
this study, these five formation processes take place at three levels within
the project-based organisation. Processes 1 and 2 are identified in the or-
ganisation strategy and are most frequently the responsibility of the organi-
sation’s executive management (top management), while processes 3 and
4 are primarily roles of middle managers (project managers), and process
5 is the role of project members who are on the forefront of project exe-
cution. These findings, to a certain degree, go hand-in-hand with Hietajärvi
and Aaltonen (2018) study of formation processes of collaborative project
identity in the Finnish first alliance project.
As Gioia et al. (2010) mentioned, the first and foremost step in for-
mulation of identity processes involves formulating and articulating the ul-
timately intended vision of the organisation, which is executed by the or-
ganisation management. This phenomenon is in line with the first findings;
the first step the executive managers of a project-based organisation must
take when executing multi-projects is the formulation and articulation of the
multi-project vision and goals while considering solutions for the how, what,
why, and where questions. Indeed, this finding testifies that formulating and
articulating the intended multi-project vision and goals set the roadmap for
the entire lifecycle of the project.
The second finding identifies communication of effective information as
a vital role in establishment of a shared understanding in a multi-project
environment; there is a need for proper means of communication among
Volume 9, Issue 1, 2020

20 Emmanuel Nyameke, Harri Haapasalo, and Kirsi Aaltonen
project workers. However, many researchers emphasise communication in
project management in general as an important instrument, although it be-
comes more difficult in a multi-project environment (Fox, 2009; Abdullah,
2009; Goodman-Deane et al., 2016). This finding not only acknowledges
the existence of challenges encountered among project organisations re-
garding communication, but also provides practical solutions that are being
implemented by project-based organisations in practice.
The third finding acknowledges that management of allocated resources
and schedule in a multi-project environment plays a vital role in manage-
ment of multi-projects and has to be identified at the early stage of a
project; for this reason, an adequate planning process is required for the
allocation of provided resources. As stated by Abdullah (2009), planning a
multi-project and organising its allocated resources lie at the heart of multi-
project environment processes; in other words, planning and allocation of
resources are the prime challenges during the processes. This finding con-
firms that in practice, project-based organisations are faced with many chal-
lenges concerning resource management and project scheduling.
The fourth finding concerns identification of stakeholders’ involvement
and project documentation in a multi-project environment. It is therefore
relevant for project organisations to come to a consensus about the key
stakeholder’s competitive claims concerning the project. This finding con-
forms to existing studies, such as Kinnunen et al. (2014), and Ronald et
al. (1997). The voluminous nature of multi-projects calls for an appropriate
method for handling project documentation.
The fifth finding is the means of providing adequate training either prior
or during implementation of the project. This training enhances the under-
standing that project members are supposed to have of the project design
details, which encourages the achievement of the project goals and objec-
tives. Establishing an innovation-adaptive box allows members of the multi-
projectenvironment to provide innovative ideas gained duringthe projectex-
ecution. The collected ideas are then implemented through the next project
(Sun, 2010; Maire et al., 2008; Smandek, 2010; Gunawan, 2015).
A well-planned and collaborative team is keyto a successfulmulti-project
environment. Nevertheless, it is sometimes not clear who is responsible for
certain roles. Based on our empirical data, as illustrated in Figure 1, the
managerial levels responsible for each of the five cornerstones for the iden-
tity formation process in a multi-project environment have been addressed.
Conclusions
This paper sought to provide insight into project identity specific to a multi-
project environment, and by doing so, aimed to answer the question: ‘What
are the cornerstones for the identity formation process in a multi-project en-
International Journal of Management, Knowledge and Learning

Formation of Project Identity in a Multi-Project Environment 21
Formulating and articulating a multi-project
environment’s vision and goals
Establishing adeguate communication systems
for a multi-project environment
Managing allocated resources and schedule
a multi-project environment
Establishing stakeholder’s management
and paying attention to document details
Providing adeguate training and establishing
an innovation-adaptive box
Project-based
organization strategy
(top-level management)
Management and leadership
(middle-level management)
Multi-project team
(project members)
Figure1 The Five Cornerstones and the Organisational Management Responsible
for the Identity Formation Process in a Multi-Project Environment
vironment and which levels of management are responsible?’ Project-based
organisations have to adequately address the key features prior to exe-
cuting projects in a multi-project environment. Although studies regarding
organisational identity are currently booming among organisational theories
(Gioia et al., 2010, 2013; Schultz & Hernes, 2013; Hietajärvi & Aaltonen,
2018), research concerning project identity in a multi-project environment
is still scarce, almost non-existent. This research question was explored
and examined through conducting interviews with two construction project
teams in the Helsinki metropolitan area (Tripla by YIT and Western Metro).
Through empirical data analysis, five cornerstones for the identity for-
mation in a multi-project environment have been identified and further ex-
plored. Based on empirical data, these five key formation processes take
place atthree levels within the project-basedorganisation. Processes1and
2 are identified within the organisation strategy and are most frequently the
responsibility of the executive management (top management) of the organ-
isation, while processes 3 and 4 are primarily the roles of middle managers
(project managers), and process 5 is the role of the project members who
are on the forefront of the project execution.
Managerial Implications
The imperial study was conducted with the motive to identify the effect of a
project identity in multi-project environment formation. The findings clearly
Volume 9, Issue 1, 2020

22 Emmanuel Nyameke, Harri Haapasalo, and Kirsi Aaltonen
indicate that the five processes for the formation of project identity in a
multi-project environment are central for managing the project identity in
a multi-project environment and should be addressed prior to execution of
multi-projects. Therefore, the findings will both assist project-based organ-
isations in identifying key features that are central in the management of
project identity in a multi-project environment and help the organisations
address these key features adequately prior to a project execution.
imitations and Further Research
Our empirical analysis introduced five cornerstones for the identity forma-
tion process in a multi-project environment. These findings represent a
broader and more complex insight in comparison to the pre-existing lit-
erature. However, this study limits its empirical findings to only two con-
structions within the multi-project environment. Notable similarities were
observed in case projects, which calls for recommendation of conducting
further studies in order to research whether or not similar results would
occur within other organisations. Future research concerning concepts of
the multi-project environment will also help improve the framework for the
multi-project environment.
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Emmanuel Nyameke is a doctoral student in Department of Industrial Engi-
neering and Management at the University of Oulu. He obtained his master’s
International Journal of Management, Knowledge and Learning

Formation of Project Identity in a Multi-Project Environment 25
degree in Product Management from University of Oulu in 2017. His main
research interests include Multi-project environment, organisational project
management and multinational investment project management. He has ex-
tensive industrial experience from Bodycote Thermal Processing Plant, Vaasa
Finland. emmenuel.nyameke@oulu.fi
DrHarriHaapasalo hasbeenProfessorofIndustrialEngineeringandManage-
mentattheUniversityofOulu,Finlandforover20years.Hisresearchinterest
isfocused onbusinessmanagement, productmanagementandmanagement
of production processes. His list of publications covers more than 300 inter-
nationalscientificpublications.Hehasbeenachairandacommitteemember
in organising numerous international conferences as well as a reviewer; he
is also a member of the editorial board of several international scientific jour-
nals. Prof. Haapasalo is a scientific director of Lean Construction Institute,
Finland. harri.haapasalo@oulu.fi
Kirsi Aaltonen (Dr. Tech.) is Associate Professor of Project Management in
the Department of Industrial Engineering and Management at the University
of Oulu,Finland.Hercurrent research interests focus on areas ofstakeholder
and uncertainty management in complex projects, application of lean tools
in integrated project deliveries and institutional change in project-based in-
dustries. Her publication list includes more than 50 academic papers and
book chapters in the area of project business. Mrs. Aaltonen has published,
among other, in Scandinavian Journal of Management, International Journal
of Project Management, International Journal of Production and Operations
Management, Project Management Journal and International Journal of Man-
aging Projects in Business. kirsi.aaltonen@oulu.fi
Volume 9, Issue 1, 2020