The Framework of Project Governance
| Line 1: | Line 1: | ||
==Abstract== | ==Abstract== | ||
| − | Establishing project governance for all projects is an essential element in defining responsibilities and accountabilities in organizational | + | Project governance is the establishment of organizational comprehension and circumstances under which delivering and organizing successful projects.<ref name="PG"/> Establishing project governance for all projects is an essential element in defining responsibilities and accountabilities in organizational management. Project governance provides a framework for consistent, robust and repeatable decision making which is the governing factor of corporate capital investments. Hence, this offers a structured approach towards assuring businesses to conduct project activities, "business as usual" activities, as well as organizational changes.<ref name="TTP"/> Project success is the primary objective of all projects; thus the systematic application of suitable methods and a stable relationship with project governance is of vital importance to reach an optimal project success.<ref name="UPC"/> According to the research article "Project Governance – The Definition and Leadership Dilemma"; a majority of authors on project governance have a background in project management, where they attempt to create the project governance framework through a bottom-up approach. Due to a variety of projects in the industry, the range of stakeholders interest, different values and types, and complexity spectrum, the bottom-up strategy has its limitations when providing concise guidance to managers when executing and enforcing project governance. Based on these observations, the objective of this article sections into three parts, firstly the big idea of project governance will be investigated including the three pillars of project governance. Secondly, practical guidelines of the project governance framework will be illustrated together with the core principles. In conclusion, the structure of limitations concerning the bottom-up approach will be analyzed. |
| − | + | ||
==Big Idea== | ==Big Idea== | ||
===Three Pillars of Project Governance=== | ===Three Pillars of Project Governance=== | ||
| − | == | + | ==Practical Guidelines== |
===Core Principles=== | ===Core Principles=== | ||
| − | ==Limitations== | + | ==Framework Limitations== |
==Reference== | ==Reference== | ||
<references> | <references> | ||
| − | <ref name="TTP"> | + | <ref name="TTP">Xuan Liu and Hai Xie. (2014). Pillars and Principles of the Project Governance. Trans Tech Publications. http://citeseerx.ist.psu.edu/viewdoc/download;jsessionid=D38E6F1B96F8F082FA0296D901AEAE10?doi=10.1.1.835.6802&rep=rep1&type=pdf</ref> |
| − | + | <ref name="UPC">Werner Robbert Titus DEENEN. (2007). Project governance - phases and life cycle. Universitaria Press Craiova. http://www.mnmk.ro/documents/2007/2007-24.pdf</ref> | |
| − | = | + | <ref name="PG">Rod Beecham. (2011). Project Governance : The Essentials. IT Governance Ltd |
| − | + | ||
| − | + | ||
Revision as of 15:29, 12 February 2018
Contents |
Abstract
Project governance is the establishment of organizational comprehension and circumstances under which delivering and organizing successful projects.[1] Establishing project governance for all projects is an essential element in defining responsibilities and accountabilities in organizational management. Project governance provides a framework for consistent, robust and repeatable decision making which is the governing factor of corporate capital investments. Hence, this offers a structured approach towards assuring businesses to conduct project activities, "business as usual" activities, as well as organizational changes.[2] Project success is the primary objective of all projects; thus the systematic application of suitable methods and a stable relationship with project governance is of vital importance to reach an optimal project success.[3] According to the research article "Project Governance – The Definition and Leadership Dilemma"; a majority of authors on project governance have a background in project management, where they attempt to create the project governance framework through a bottom-up approach. Due to a variety of projects in the industry, the range of stakeholders interest, different values and types, and complexity spectrum, the bottom-up strategy has its limitations when providing concise guidance to managers when executing and enforcing project governance. Based on these observations, the objective of this article sections into three parts, firstly the big idea of project governance will be investigated including the three pillars of project governance. Secondly, practical guidelines of the project governance framework will be illustrated together with the core principles. In conclusion, the structure of limitations concerning the bottom-up approach will be analyzed.
Big Idea
Three Pillars of Project Governance
Practical Guidelines
Core Principles
Framework Limitations
Reference
- ↑ Rod Beecham. (2011). Project Governance : The Essentials. IT Governance Ltd
- ↑ Xuan Liu and Hai Xie. (2014). Pillars and Principles of the Project Governance. Trans Tech Publications. http://citeseerx.ist.psu.edu/viewdoc/download;jsessionid=D38E6F1B96F8F082FA0296D901AEAE10?doi=10.1.1.835.6802&rep=rep1&type=pdf
- ↑ Werner Robbert Titus DEENEN. (2007). Project governance - phases and life cycle. Universitaria Press Craiova. http://www.mnmk.ro/documents/2007/2007-24.pdf
