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<p>Inter-organizational networks are frequently used to execute large and megaprojects. This study develops a theoretical framework for the governance of these networks. Twenty-eight case studies, each representing a network for a project, were assessed using 124 interviews in ten countries. A three-layer governance model is derived from the analysis. At the lowest layer (network governance) is the individual network of organizations collaborating in a project. This layer is explained through Multi-level Governance Theory. The intermediate layer (governance of networks) addresses the steering of the different networks these organizations are part of, such as for training, certification, safety etc.. At the top layer (metagovernance) are the ground-rules, set by governments or other investors to regulate how the two other layers are allowed to set up their governance. The study’s resulting theory combines three so far separate levels of governance into an overall understanding of large inter-organizational networks for projects. It provides parameters for practitioners to optimize their networks for better project results.</p>

This paper analyses an attempt to initiate an organizational-administrative reform on the basis of experimental (pilot) project initiated by the Ministry of Economy in Lithuania which established a specialized unit – Project Management Office (PMO) – responsible for portfolio1 of programs and projects’ coordination at ministerial level. The paper shortly describes types of reforms and how they can be implemented, as well as the notion of portfolio, program and project management and organizational capability to manage them, as one of the attributes of organizational maturity in project management is an existence of PMO. This article focuses on the main features of PMO and describes two qualitative case studies. Lithuanian and Danish cases are provided and differences of PMOs are analysed. The cases provide insights that the transition to portfolio, program and project management might last for decades. Although the reform did not gain the acceleration in Lithuania, the trend toward project management embedment in the public sector in Europe is evidenced and more cases of the establishment of PMO are observed.

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Little is known about the governance of inter-organizational networks for projects. This study empirically develops a theoretical framework for this, using twenty-eight project networks as case studies, applying 124 interviews in ten countries. The abductively developed threelayered governance framework has the individual network for a project at its lowest layer, explained through Multi-level Governance Theory. This is steered by a layer for the governance of networks, addressing the steering of the different networks these organizations are part of. At the top is metagovernance, where the ground rules are set by governments or investors. For each layer, the governance dimensions, as well as the enablers and disablers between layers, are defined The study's resulting theory provides an overall understanding of the governance of multiple networks for projects and provides practitioners with the parameters to optimize their networks for better project results.