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ThemanagementofprojectmanagementAconceptualframeworkforprojectgovernanceElsevierEnhan.pdf

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Themanagementofprojectmanagement:Aconceptual frameworkforprojectgovernance

Eric G. Too a,⁎ , Patrick Weaver b

a University of Southern Queensland, Australia b Mosaic Project Services Pty Ltd, Australia

Available online 31 August 2013

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. © 2013 Elsevier Ltd. APM and IPMA. All rights reserved.

Keywords: Project governance; Multi project environment; Strategic alignment; Enterprise project management; Business value

1. Introduction

There is a significant growth in the adoption of project man-

projects – including program management and portfolio management – is now the dominant model in many organizations for strategy implementation, business transformation, continuous

www.elsevier.com/locate/ijproman

Available online at www.sciencedirect.com

ScienceDirect International Journal of Project Management 32 (2014) 1382– 1394

Eric G. Too Patrick Weaver

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