Governance and Governmentality for Projects
Enablers, Practices, and Consequences
This research-based book takes an organization-wide perspective to describe the governance and governmentality for projects in organizations. Governance of projects defines and directs the ways managers of projects, programs, and project portfolios carry out their work. Governmentality is the way the managers of these managers present themselves to those they lead.
Governance and Governmentality for Projects starts with introducing existing theories, models and paradigms for governance and governmentality. It then develops a chronological framework of the ways governance and governmentality for projects is enabled in organizations, how it subsequently unfolds in organizations of different types and sectors, and the consequences of different governance approaches for project results, trust, control, and ethical issues in projects. Special emphasis is given to the link between corporate governance and the governance of project, programs and project portfolios. Three real-life case studies exemplify the research findings described in the book.
Through its structure this book describes the development of governance and governmentality in the realm of projects from its organizational origins, via observable practices, to expected consequences of different implementations. Aimed at academics, post-graduate students in business and management, reflective practitioners, standards or policy developers, those in governance roles and others in need of a detailed knowledge of the spectrum of project related governance in organizations, this book will help develop a comprehensive understanding of the theoretical and practical underpinnings of the subject, their interaction, and implications for implementation. This allows for understanding and developing of both generic and idiosyncratic governance structures, such as those needed in project-based organizations.
Table of Contents
2. Organizational Project Governance
Part 1: Concepts, Theories, and Models
3. Governance Theories
4. Governance Models and Paradigms
5. Governance Institutions
Ralf Müller, Erling S. Andersen, Ole Jonny Klakegg, and Gro Holst Volden
Part 2: Organizational Enablers for Organizational Project Governance and Governmentality
6. Tactical Organizational Enablers
7. Strategic Organizational Enablers
Part 3: Practices in the Private and Public Sector
8. Private Sector Practices
9. Governance in Public Projects: The Norwegian Case
Ole Jonny Klakegg and Gro Holst Volden
Part 4: Consequences for and of Governance
10. Governance and Project Success
11. Governance Mechanisms in Projects
12. Project Governance and Project Ethics
Ralf Müller and Øyvind Kvalnes
Part 5: Cases of Organizational Project Governance
13. The Sugarloaf Alliance Case Study
Beverley Lloyd-Walker and Derek Walker
14. Governance at the Front-end: Managing the Clash of Objectives in Project Organizations
Shankar Sankaran and Christopher Biesenthal
15. Governance and Governmentality at Tasly Pharmaceuticals
Ralf Müller is Professor of Project Management at BI Norwegian Business School, Norway.