Governance frameworks for public project development and estimation
By using implementation frameworks, project managers can effectively manage and control the progress of their projects and the performance of their teams. This article examines a study looking at how project frameworks are used to govern leading UK and Norwegian public initiatives and how these frameworks can affect project performance, noting why and how project underestimation occurs. In doing so, it defines the purpose and process of governance from the political, administrative, corporate, and project perspectives, pointing out the ways that national culture affects corporate governance systems and the different perspectives that shape project governance systems. It overviews the study's methodology, outlining the authors' system for identifying the nature of a governance framework.