The relationship between project governance and project success

Joslin, Robert; Müller, Ralf

doi:10.1016/j.ijproman.2016.01.008

Cited by 163 publications

(139 citation statements)

References 57 publications

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“…Based on the empirical findings, the two dominant governance gaps in the executive level could be synthesized into excess amounts of structural complexity, as seen in Figure 3, and an absence of authority. The topic and context itself are so complex that adding structural confusion by adding permanent (D9, DigiNYT) or temporary (Spearhead investment steering group) organizations with an ambiguous purpose and authority will not reduce challenges such as control integrity due to burdensome reporting (Joslin and Müller, 2016a;Walser, 2013). For example, JulkICT's sense of ownership and authority contradicts any ownership perspectives discussed in project governance literature and can restrict decision-making efficiency, especially in ICT projects (Andersen, 2015;Drury et al, 2012;Olsson et al, 2008).…”

Section: Executive Level Governance and Project Portfolio Managementmentioning

confidence: 99%

“…Project governance is a multidimensional concept: it takes place in all levels within an organization by shifting the scope and objectives between (Biesenthal and Wilden, 2014;Brunet, 2018), outside the organization and project through stakeholders and networks (DeFillippi and Sydow, 2016;Ruuska et al, 2011;Winch, 2014), and also a process with the project life cycle (Samset and Volden, 2016;Sanderson, 2012;Stewart, 2008). Project governance creates a decision-making framework for project organizations to execute projects (Joslin and Müller, 2016a;Oakes, 2008). In other words, to ensure that organizations efficiently "Do the projects right."…”

Section: Introductionmentioning

confidence: 99%

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Project governance and portfolio management in government digitalization

Lappi

Aaltonen

Kujala

2019

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Purpose This paper aims to increase the current understanding of the connection between operational level information and communication technology (ICT) projects and national level digital transformation by researching how project governance structures and practices are applied in an e-government context. Design/methodology/approach An elaborative qualitative study through public documentary analysis and empirical multi-case research on Finnish central government is used. Findings The study constructs a multi-level governance structure with three main functions and applies this in an empirical setting. The results also describe how different governance practices and processes, focusing on project portfolio management, are applied vertically across different organizational levels to connect the ICT projects with the national digitalization strategy. Originality/value This study integrates project governance and portfolio management knowledge into public sector digitalization, thus contributing to project management, e-government and ICT research streams by improving the current understanding on the governance of ICT projects as part of a larger-scale digitalization. This study also highlights perceived gaps between current governance practices and provides implications to managers and practitioners working in the field to address these gaps.

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Section: Executive Level Governance and Project Portfolio Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Project governance and portfolio management in government digitalization

Lappi

Aaltonen

Kujala

2019

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“…In recent years, researchers have significantly increased their interest in project governance and its impact on the success of individual projects [14][15][16]. The interest is due to the fact that, despite significant efforts at the level of professional and scientific community to develop the methodology, large-scale studies show that most of the projects do not achieve their goals [17,18] and do not meet the organizational strategy [19].…”

Section: Project Governancementioning

confidence: 99%

Development of portfolio management system in R&D: a case study

Ramenskaya¹,

Savchenko²

2019

Proceedings of the 2nd International Scientific Conference on New Industrialization: Global, National, Regional Dimension (SICN

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The relevance of the study is to consider the specific features of innovation management from the point of view of the project approach. The theoretical and methodological basis of the study was the works of Russian and foreign researchers in the field of management theory, project management, portfolio management, innovation management, project governance. The authors used analysis and generalization of domestic and foreign theory and practice, as well as the method of "Case study", in the framework of the case: strategic portfolio analysis (BCG matrix), interviewing, questioning, investment analysis as research methods. Analysis of existing approaches to the formation of a portfolio management system of R&D projects showed a low level of elaboration of the issue. The article presents the results of testing the project of development of the portfolio management system of projects and programs in the field of research and development work, taking into account the identified features on the example of a high-tech enterprise.The expediency of implementation of project management methodology and formation of R&D project portfolio management system as a tool to improve the efficiency of investment activities, the implementation of strategic goals and improvement of the competitiveness of the modern company are confirmed.Keywords: project management system, R&D, innovation projects portfolio.

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“…Focusing on the technical skills development using Infrastructure Skills for Development model by [71], the trained personnel are expected to go through a readiness training program which primarily focuses on the three Katz's human skills cornerstones with special emphasis on people skills at the apex. And we take the view that mega projects are a very different type of projects to manage as advised by [72].And that is the reason we are proposing a new kind of learning process centered on management philosophy that is able to deal with the uncertain but regular dynamic changes as suggested by [73].To realize this feat, the readiness training program will aim to produce a new crop of an occupational groups with controlling expert knowledge purposely linked to the management of mega infrastructure projects in Africa [74].The expectation is to have in place a critical think tank equipped with organizational project management; serving their nations on one hand and are at the same time hierarchically linked to achieve the strategic initiatives of the African Union Commission's project goals [75].This will yield a good project governance and up the project success rates within Africa [76].…”

Section: Related Workmentioning

confidence: 99%

Project Management Readiness: A Glimpse into the Troubled Rhetoric and the Expected Delivery of 2020 Priority Action Projects in Africa

Ochungo¹,

Odinga²

2019

JBMS

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Several studies have documented that Africa's infrastructure construction firms often do not meet defined project objectives regarding; time, budget and functionality. This has often caused; delays, abandonment or disillusionments on the side of investors. Several contributing factors to these failures have been identified. However, very little if at all, seems to have been done on the project management readiness of African construction firms. Accordingly, this paper sought to assess Africa's construction industry readiness to deliver the priority action projects. Using literature review method, the study established that Africa has a huge technical skills gap which is the main reason for the dismal performance in construction projects' delivery. A readiness training model was developed for policy planners and educational practitioners to help build Africa's human capacity in infrastructure project management. The paper strongly recommends for the adoption of the model. And with that, the Africa's construction stakeholders may gradually improve their project management readiness.

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The relationship between project governance and project success

Cited by 163 publications

References 57 publications

Project governance and portfolio management in government digitalization

Project governance and portfolio management in government digitalization

Development of portfolio management system in R&D: a case study

Project Management Readiness: A Glimpse into the Troubled Rhetoric and the Expected Delivery of 2020 Priority Action Projects in Africa

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