Elaborations on the role of project owner: introducing project owners type 1 and 2

Abstract

Purpose: This paper studies how the project owner role is described in the literature, and how the role is carried out in practice. In particular, we study the project owner role in relation to project execution and benefit realization.Design/methodology/approach: Based on a literature review, we propose a model for the relationships between the project owner, project manager and the operation of project delivery. We then use the model to describe the empirical results derived from a mapping of project owner responsibilities in a set of Norwegian information technology projects.Findings: We define a project owner type 1 as a project owner that is focused on the business case and has responsibility for both project delivery and benefit realization. This project owner is the type described in most of the literature. We further define a project owner type 2 as a project owner that is mainly concerned with supporting the project manager and enabling project delivery. This is the type of project owner found in our empirical study.Research limitations/implications: We identified a mismatch between the project management literature and observed practice.Practical implications: There is a need to clarify the type of project owner role referred to in different contexts. Different project owners will have a different set of incentives and priorities. It is important to make sure that the complete business case, including both investment costs and benefits, are seen in close relation to each other and not as separate undertakings.Originality/value: There is need for a distinction between two types of project owners. This study proposes a framework for the description, analysis and implementation of project governance, with a special focus on the project owner role.

Perception of the Risk Factors in Official Development Assistance (ODA) Construction Project Management: Focused on Comparison between Project Owner and Construction Manager in KOICA Grant Projects

“…Regarding KOICA ODA construction project management, the contribution comes from the two key stakeholders, KOICA as a project owner and CM institute as a CM. The project owner possesses decision-making authority during the execution of the project (Olsson, 2018). The CM also holds part of the influence over the project, and the involvement from both stakeholders should remain high during the life cycle of the construction project (Andersen, 2012).…”

Benefits Measurement of a Plan to Reduce Hypertension in a Healthcare Foundation Using the BCTool

“…To have a proper Business Case implemented there are three main phases equally relevant and supported by the organisation's strategy: Once the different phases are completed the organizations, managed by the project manager who has overall accountability for realizing the benefits (Olsson, 2018;Zwikael et al, 2018), should be able to achieve several objectives. For instance, having the three phase's execution allied to the good business case practices, the organisation will be able to achieve several objectives, such as: Provide the organisation with technical and managerial highly proven tools within the business and scientific worlds; Avoid / Restrict any the human component of initiatives' analysis, by implementing an effective business case where two different people or teams, in the same circumstances, will reach the same conclusion about the project return; Minimise assumptions and projects subjectivity during project analysis; Get the organisation to read, interpret and anticipate market needs, leveraging the number of initiatives proposed; Ensure projects proposals are aligned with the strategic objectives and contribute to achieve them; Support the decision-making process in order to be fair, rational and able to ensure the creation of value, avoiding unwanted outcomes in project results at the benefits' realisation stage; Support business managers on how to apply resources to maximise creation of wealth and organisational efficiency; Encourage and increase the corporate intelligence through proposals and initiatives that add value.…”

Benefits Measurement of a plan to reduce hypertension in a Healthcare Foundation using the BCTool

“…Phase 1: Project Justification Phase 2: Project Implementation Phase 3: Benefits Measurement Once the different phases are completed the organizations, managed by the project manager who has overall accountability for realizing the benefits (Olsson, 2018;Zwikael et al, 2018), should be able to achieve several objectives. For instance, having the three phase's execution allied to the good business case practices, the organisation will be able to achieve several objectives, such as: Provide the organisation with technical and managerial highly proven tools within the business and scientific worlds; Avoid / Restrict any the human component of initiatives' analysis, by implementing an effective business case where two different people or teams, in the same circumstances, will reach the same conclusion about the project return; Minimise assumptions and projects subjectivity during project analysis; Get the organisation to read, interpret and anticipate market needs, leveraging the number of initiatives proposed; Ensure projects proposals are aligned with the strategic objectives and contribute to achieve them; Support the decision-making process in order to be fair, rational and able to ensure the creation of value, avoiding unwanted outcomes in project results at the benefits' realisation stage; Support business managers on how to apply resources to maximise creation of wealth and organisational efficiency; Encourage and increase the corporate intelligence through proposals and initiatives that add value.…”