Multi-level project governance: Trends and opportunities

Abstract

Project governance is important in ensuring successful project delivery. In this article we conduct a systematic investigation of previous research to provide a content-driven review of the literature, and to provide future research direction. We use the textual data mining software Leximancer to identify dominant concepts and themes underlying project governance research.! Our findings indicate that agency and stakeholder theories have been adapted to the project governance context to a greater extent than other theories. Furthermore, we find differences in project governance research, published in project management journals compared to general management, IT and engineering journals. We conclude the paper by presenting a framework that links governance theories to the multiple organizational levels relevant to project governance.

A Dinâmica Entre Objetivos, Controle E Ética: Um Estudo De Caso Sobre Compliance No Gerenciamento De Projetos

“…A faixa de intersecção entre a governança corporativa e o gerenciamento dos projetos é denominada de governança de projetos, a qual compreende a estrutura, dinâmica e mecanismos da organização permanente, bem como o entorno que modela o ambiente de negócios (BIESENTHAL;WILDEN, 2014). Na mesma linha, Müller (2009) situa a governança de projetos no domínio que compreende o sistema de valores, as responsabilidades, os processos e as políticas que conduzem os projetos à consecução dos objetivos organizacionais, no melhor interesse de todas as partes interessadas, internas e externas, além da própria corporação que os abarca.…”

“…Na mesma linha, Müller (2009) situa a governança de projetos no domínio que compreende o sistema de valores, as responsabilidades, os processos e as políticas que conduzem os projetos à consecução dos objetivos organizacionais, no melhor interesse de todas as partes interessadas, internas e externas, além da própria corporação que os abarca. Biesenthal & Wilden (2014) e Müller et al (2014) consideram a governança de projetos como um fator primordial para que se alcance o sucesso do projeto, trazendo valor de longo prazo para a organização, em compliance com as regras e políticas organizacionais.…”

Improving IT project governance: A reflective analysis based on critical systems heuristics

“…(Too & Weaver, 2014, p.1385. More specific conceptualisations of project governance, however, continue to offer a diversity of opinion (Biesenthal & Wilden, 2014). Nevertheless, there is some commonality across most definitions of project governance arrangements.…”

“…Project governance may operate at different levels within the organisation, depending on the project context (Bekker, 2014). For example, Biesenthal and Wilden (2014) identified three distinct levels: the organisational level (overseeing portfolio direction, project sponsorship, and high-level reporting), the project management office level (overseeing portfolio/ programme management, project evaluation and prioritisation), and project level (overseeing project management, delivery, objectives, expectations and outcomes). However, how these project governance levels are realised in practice may vary considerably across different organisations.…”

Open Innovation in Public Authorities

“…It is notable in the research literature that the concept of governance and its meaning has been focussed lately. For instance, research on project management show that the use of projects in organisations has evolved towards becoming a strategic means which actually transform organisations (Biesenthal & Wilden, 2014) and that organisations, and the projects they govern, must deal with challenges posed by uncertainty in both ecological, social as well as economic sustainability (Pitsis et al, 2014).…”