The management of project management: a conceptual framework for project governance

Article

Too, Eric G. and Weaver, Patrick. 2014. "The management of project management: a conceptual framework for project governance ." International Journal of Project Management. 32 (8), pp. 1382-1394. https://doi.org/10.1016/j.ijproman.2013.07.006
Article Title

The management of project management: a conceptual framework for project governance

ERA Journal ID3498
Article CategoryArticle
AuthorsToo, Eric G. (Author) and Weaver, Patrick (Author)
Journal TitleInternational Journal of Project Management
Journal Citation32 (8), pp. 1382-1394
Number of Pages13
Year2014
PublisherElsevier
Place of PublicationOxford, United Kingdom
ISSN0263-7863
1873-4634
Digital Object Identifier (DOI)https://doi.org/10.1016/j.ijproman.2013.07.006
Abstract

For an organization to create optimal value from its investment in projects there must be a clear link between the outputs created by the projects and the requirements of the organization's business strategy. This means that organizations that have a structure in place for aligning the project deliverables with their organizational goals will be better placed to realize their investment in projects, and achieve the value defined by their business strategies. This paper examines existing research, ideas and concepts of project governance and enterprise project management, and offers a framework to build on current theory development and practice. Synthesizing existing literature of project/program management, governance and portfolio management, this paper proposes four key elements to improve the performance of projects and hence create value for organizations.
These four elements are (1) portfolio management: focused on selecting the right projects and programs to support the organization's strategy, and terminating ones that no longer contribute to the business success of the organization; (2) project sponsorship: providing the direct link between the executive and the project or program manager, focused on the whole project lifecycle;(3) Project Management Office (PMO): providing oversight and strategic reporting capabilities; (4) projects and program support: the effective support and management of projects and programs are the measures of an effective governance system. The purpose of the framework described in this paper is to provide guidance to organizations in the development of effective project governance to optimize the management of projects.

Keywordsbusiness value; enterprise project management; multi project environment; project governance; strategic alignment
ANZSRC Field of Research 2020350208. Investment and risk management
350799. Strategy, management and organisational behaviour not elsewhere classified
330202. Building construction management and project planning
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Byline AffiliationsSchool of Management and Marketing
Mosaic Project Services, Australia
Institution of OriginUniversity of Southern Queensland
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