Sustainable Project Management Using Reference Models of Organizational Behavior

Sustainable Project Management Using Reference Models of Organizational Behavior

David Tuffley (School of ICT, Griffith University Nathan, Australia)
Copyright: © 2015 |Pages: 11
DOI: 10.4018/978-1-4666-5888-2.ch522

Chapter Preview


3. Project Governance

The role of project governance is to provide leadership and a decision making framework (Argwal & Rathod, 2006) that aligns the accountabilities and responsibilities associated with the organization’s business activities with corporate governance in long term sustainability. This is a critical element of projects as it provides robust and repeatable frameworks to govern a company. The decision making framework is supported by three pillars – structure, people and information. The structure refers to project structure such as steering committee (board), stakeholders and process.

Garland (2009) outlines the logical steps needed to establish a project governance framework for a project or organization. Beginning with the problems typical of ineffective project governance (see Table 1).

Key Terms in this Chapter

Process-Oriented Leadership: Using Process Reference Models to describe the essential characteristics of leadership in a way that can be learned/emulated.

Project Governance: The management framework within which project decisions are made.

Sustainable.: Conserving the economic and ecological balance by avoiding extremes and the depletion of natural resources.

Reference: Models of Organizational Performance (RMOBs): Describe aspects of desired organizational behavior that if performed repeatedly will become institutionalised and which will result in consistently achieving the prescribed purpose.

Virtual Team: A group of people who perform their work using information and communication technology to bridge time, space, and organizational boundaries.

Complete Chapter List

Search this Book: