The contingent effects of project governance mechanisms on project delivery capability and the level of control--evidence from the construction and IT services industries

This study investigates the effects of four commonly used project governance mechanisms: project review, project office, project sponsor, and project steering committee. This investigation examines these effects on the project delivery capability (PDC) of project organizations operating in two very different industries, the IT services and construction industries. The reasons for selecting these two industries are two fold: First, both manage their work mainly in the form of projects, using comparable management practices. Second, evidence indicates that project performance across the two industries is very different, thus enabling an examination of the differential effects of the same governing mechanisms under different contexts. This study mainly draws from the information-processing view of organizations and management control literature. Data was collected through surveys involving project managers and managers of project managers in Australian construction and IT services industries.
registered user content locked

Log in or join PMI to gain access

or Register

Advertisement

Advertisement

Related Content

  • Project Management Journal

    Toward an Improved Understanding of Agile Project Governance member content locked

    By Lappi, Teemu | Karvonen, Teemu | Lwakatare, Lucy Ellen | Aaltonen, Kirsi | Kuvaja, Pasi The purpose of this study is to provide understanding of project governance practices in agile projects. A systematic review of the previous agile literature is conducted to identify and categorize…

  • PM Network

    Deep Dive registered user content locked

    PM Network interviews Shaun Roedel, VP, Subsea Manufactured Products, Oceaneering, Houston, Texas, USA.

  • PM Network

    Best of Both registered user content locked

    By Graetsch, Ulrike Maria When leaders at rapidly growing organizations establish a project management office (PMO), they're often seeking better control over which projects are started, more oversight of projects in…

  • Project Management Journal

    Configurations for Interorganizational Project Networks member content locked

    By Braun, Timo Projects are becoming increasingly interorganizational; therefore, typically, the project management office (PMO) of a single corporation is neither capable of, nor authorized to, supplying all…

  • Project Management Journal

    Projects and Networks member content locked

    By Steen, John | DeFillippi, Robert | Sydow, Jörg | Pryke, Stephen | Michelfelder, Ingo Project-based organizing is becoming increasingly common, but projects are challenging for managers because they must coordinate resources, including people and information, under time pressure to…

Advertisement

Publishing or acceptance of an advertisement is neither a guarantee nor endorsement of the advertiser's product or service. View advertising policy.