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.