An investigation of governance frameworks for public projects in Norway and the UK

Williams, Terry; Klakegg, Ole Jonny; Magnussen, Ole Morten; Glasspool, Helene

doi:10.1016/j.ijproman.2009.04.001

Cited by 67 publications

(52 citation statements)

References 6 publications

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“…For example, it could build on work on PPPs´(Public Private Partnerships), project governance and multi-project governance, e.g. the OGC experience (Williams et al 2010), and experiences in Australia (Walker & Lloyd-Walker 2015). It could investigate the institutional context for projects beyond firm boundaries: how does such context impact projects, how does it enable collaboration, and create boundaries and structured to enable projects to succeed?…”

Section: Ten Years Aftermentioning

confidence: 99%

Project studies and engaged scholarship

Geraldi

Söderlund

2016

IJMPB

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Purpose: A decade has passed since the 'Rethinking Project Management' Network called for a paradigm shift in project research, and proposed five research directions. This paper reflects on the past decade and purports to rejuvenate these research directions. Approach:We conceptualise and study 'project studies'. We approach our research as a social process embedded in research communities, and contemporary Zeitgeist. In this regard, the 'Rethinking Project Management' Network acts as a case of researchers and practitioners who took an active role in shaping the research direction of our community. Findings:Based on Sandberg's interpretive approach to the fit between work and works (in this case research-researcher) and Habermas' three types of human interests: technical, practical and emancipatory, we develop a conceptual framework circumscribing three types of project research, which are used to craft future research directions, in the lines proposed by . Implications:We conclude by proposing a sixth direction on the practice of theorising, and call for engaged and ambidextrous scholars, who's 'job' goes beyond the writing of articles and research applications, and includes shaping discourses of project research, nurturing new project scholars, contributing to project practice and carefully considering the legacy of projects and project studies in society.Originality: This essay positions research as a social process, and the role of researchers as actors shaping research.

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Section: Ten Years Aftermentioning

confidence: 99%

Project studies and engaged scholarship

Geraldi

Söderlund

2016

IJMPB

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“…The presence of governance in projects is not often discussed (Ruuska, Ahola, Artto, Locatelli & Mancini, 2011) and reported results on its application can be found in the public sector (Crawford & Helm, 2009;Williams, Klakegg, Magnussen & Glasspool, 2010). We offer first insights on its application in the financial services sector and how it can induce service innovations.…”

Section: Introductionmentioning

confidence: 87%

“…Research on project governance has been focused on the public sector and is considered to be a new area with few publications (Crawford & Helm, 2009;Williams et al, 2010). The terminology "project governance" and "project management governance" might be used as synonyms (Marnewick & Labuschagne, 2010).…”

Section: The Emergence Of Project Governancementioning

confidence: 99%

Inducing Service Innovations through the Governance of IT-enabled Projects

Smet

Mention

2012

jmr

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We report on the development of a toolbox to assist decision-makers during the selection and governance of IT-enabled service innovation projects. The toolbox is based on the integration of the balanced scorecard and the Val IT ™ framework. This action research was done through an in-depth case study, composed of several semi-structured interviews and documentary reviews. To ensure an adequate consideration of the multidisciplinary nature of service innovations, decision-makers' attention will not only be drawn to the financial aspects, but also to the intangible and multidimensional aspects of service innovation projects. The toolbox backs the company's value creation processes and provides a tested methodology. Therefore, to the best of our knowledge, it fills a gap within the existing set of tools and methods to foster service innovations within a financial services company.

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“…We argue that enablers of governance in the realm of projects in PBOs need to be addressed from three distinct perspectives: project governance, that is, governance of individual projects (Müller, 2009;Project Management Institute, 2013a), governance of projects, that is, governance of groups of projects, such as portfolios (Williams et al, 2010), and governmentality, that is, the way to govern (Foucault, 1991). We believe that this is critical as governance theories mainly focus upon institutions and policies (the regulative and normative elements), which are collective and macro-level constructs and behaviors and to a large degree ignore the micro-practices and micro-sites (the cultural-cognitive and partly normative elements).…”

Section: Project Governance Governance Of Projects and Governmentalitymentioning

confidence: 99%