Internal Project Governance: Value Added System and the Central Element of Organizational Project Management

• Autorzy: Mateusz Szymborski , Eryk Głodziński
• Języki publikacji: EN

Abstrakty

EN

Purpose: The main objectives of the paper are to explain the importance of project governance for the management of projects in an organization and to indicate its place in the Organizational Project Management (OPM). Design/methodology/approach: Narrative literature review. Analysis of the publications from influential databases was conducted, that led to formulation of general conclusions and field for further studies. Findings: Internal project governance should fulfill four basic functions: regulatory, defining strategy, control and management support, as well as be a mandatory part of OPM. Practical implications: Project-based organizations should focus their project governance on value creation by supporting management process on 4P levels. Practitioners cannot treat project governance as just a control system. Originality/value: Fundamental issues were related to presentation of internal and external project governance, with their scope and features, description of relations between project governance and OPM, as well as formulation of various questions that highlight potential further fields of research.(original abstract)

Słowa kluczowe

EN

Project management; Value added; Corporate governance; Project governance

PL

Zarządzanie projektem; Wartość dodana; Ład korporacyjny; Ład projektowy

• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2020
• Numer: z. 147 Modernity of industry and services
• Strony: 297--314

Twórcy

autor

Mateusz Szymborski

• Warsaw University of Technology

autor

Eryk Głodziński

• Warsaw University of Technology

Bibliografia

• 1. Abu Hassim, A., Kajewski, S., Trigunarsyah, B. (2011). The importance of project governance framework in project procurement planning. Procedia Engineering, 14, 1929-1937.
• 2. Ahola, T., Ruuska, I., Artto, K., Kujala, J. (2014). What is project governance and what are its origins? International Journal of Project Management, 32, 1321-1332.
• 3. Bekker, M., Steyn, H. (2007). Defining 'project governance' for large capital projects. AFRICON 2007, pp. 1-13.
• 4. Biesenthal, C., Wilden, R. (2014). Multi-level project governance: Trends and opportunities. International Journal of Project Management, 32, 1291-1308.
• 5. Cabała, P. (2018). Zarządzanie portfelem projektów w organizacji: Koncepcje i kierunki badań. Mfiles.pl.
• 6. Cadbury, A. (1992). Report of the committee on the financial aspects of corporate governance. Gee.
• 7. Derakhshan, R., Turner, R., Mancini, M. (2019). Project governance and stakeholders: a literature review. International Journal of Project Management, 37, 98-116.
• 8. Ferrari, R. (2015). Writing narrative style literature reviews. Medical Writing, 24, 230-235. https://doi.org/10.1179/2047480615Z.000000000329.
• 9. Gareis, R. (1991). Management by projects: the management strategy of the 'new' project-oriented company. International Journal of Project Management, 9, 71-76. https://doi.org/10.1016/0263-7863(91)90062-Z.
• 10. Gareis, R. (1989). 'Management by projects': the management approach for the future. International Journal of Project Management, 7, 243-249.
• 11. Garland, R. (2009). Project Governance: A Practical Guide to Effective Project Decision Making. Kogan Page Publishers.
• 12. Głodziński, E. (2019). Project governance - istota, dotychczasowe kierunki badawcze i perspektywy rozwoju. Przegląd Organizacji, 32-42.
• 13. Głodziński, E. (2017). Efektywność w zarządzaniu projektami: wymiary, koncepcje, zależności. PWE.
• 14. Głodziński, E. (2011). Zarządzanie przez projekty jako przykład koncepcji doskonalenia funkcjonowania przedsiębiorstwa. Kraków: Fundacja Uniwersytetu Ekonomicznego.
• 15. Głodziński, E. (2010). Wpływ hiperkonkurencji na przedsiębiorstwa stosujące podejście zarządzania przez projekty w warunkach kryzysu gospodarczego. Studia i prace kolegium zarządzania, 79.
• 16. Hamilton, A. (1997). Management by Projects: Achieving Success in a Changing World. Thomas Telford.
• 17. Huang, K., Ou, L., Miao, Z. (2012). The ecological analysis on the Enterprise Organizational System oriented by Management by Projects. 2012 International Conference on Management Science & Engineering 19th Annual Conference Proceedings. Presented at the 2012 International Conference on Management Science and Engineering (ICMSE), IEEE, Dallas, TX, USA, pp. 561-564.
• 18. Jacobsson, M., Jałocha, B. (2018). A literature review on projectification: Trends, emerging ideas and avenues for future research. Presented at the the 14th International Research Network on Organizing by Projects (IRNOP) conference, Melbourne, Australia, December 10-12, 2018.
• 19. Joslin, R., Müller, R. (2016). The relationship between project governance and project success. International Journal of Project Management, 34, 613-626.
• 20. Kelly, É.V. (2010). Governance rules! The principles of effective project governance. Proceedings of the PMI Global Congress, Washington DC. Newtown Square, PA: Project Management Institute.
• 21. Kruszewski, L.M. (2003). Organizational Project Management Maturity Model. PMI, Pittsburgh.
• 22. Ład korporacyjny a projektowy, http://it-manager.pl/lad-korporacyjny-a-projektowy, 05.07.2020.
• 23. Łada, M., Kozarkiewicz-Chlebowska, A. (2010). Zarządzanie wartością projektów: instrumenty rachunkowości zarządczej i controllingu. Warszawa: C.H. Beck.
• 24. Larcer, D., Tayan, B. (2013). Corporate governance matters: A closer look at organizational choices and their consequences. Pearson education.
• 25. Locatelli, G., Mancini, M., Romano, E. (2014). Systems Engineering to improve the governance in complex project environments. International Journal of Project Management, 32, 1395-1410.
• 26. McEvily, B., Perrone, V., Zaheer, A. (2003). Trust as an Organizing Principle. Organization Science, 14, 91-103.
• 27. Miller, R., Lessard, D.R. (2001). The Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance. MIT Press.
• 28. Morris, P.W., Morris, P.W. (1994). The management of projects. T. Telford.
• 29. Müller, R. (2018). Perspectives on Governance. Presented at the Keynote speech, International Conference on Project MANagement - ProjMAN, Lisbon.
• 30. Muller, R. (2017). Project Governance. Routledge.
• 31. Muller, R. (2016a). Governance and Governmentality for Projects: Enablers, Practices, and Consequences. Taylor & Francis.
• 32. Muller, R. (2016b). Governance and Governmentality for Projects: Enablers, Practices, and Consequences. Routledge. https://doi.org/10.4324/9781315683294.
• 33. Müller, R. (2011). Project Governance. Cepis Upgrade XII, 87-90.
• 34. Müller, R., Andersen, E.S., Kvalnes, Ø., Shao, J., Sankaran, S., Turner, J.R., Biesenthal, C., Walker, D., Gudergan, S. (2013). The Interrelationship of Governance, Trust, and Ethics in Temporary Organizations. Project Management Journal, 44, 26-44.
• 35. Müller, R., Drouin, N., Sankaran, S. (2019). Modeling Organizational Project Management. Project Management Journal, 50, 499-513.
• 36. Müller, R., Pemsel, S., Shao, J. (2014). Organizational enablers for governance and governmentality of projects: A literature review. International Journal of Project Management, 32, 1309-1320.
• 37. OECD (2015). G20/OECD Principles of Corporate Governance. Paris: OECD Publishing.
• 38. Office of Government Commerce (2009). Managing Successful Projects With PRINCE2. London: The Stationery Office.
• 39. Padalkar, M., Gopinath, S. (2016). Six decades of project management research: Thematic trends and future opportunities. Int. J. Proj. Manag., 34, 1305-1321.
• 40. Paré, G., Trudel, M.-C., Jaana, M., Kitsiou, S. (2015). Synthesizing information systems knowledge: A typology of literature reviews. Information & Management, 52, 183-199. https://doi.org/10.1016/j.im.2014.08.008.
• 41. Pinto, J.K. (2014). Project management, governance, and the normalization of deviance. Int. J. Proj. Manag., 32, 376-387.
• 42. Pitsis, T.S., Sankaran, S., Gudergan, S., Clegg, S.R. (2014). Governing projects under complexity: theory and practice in project management. International Journal of Project Management, 32, 1285-1290.
• 43. Piwowar-Sulej, K. (2013). Human Capital Development via Management by Projects. Education of Economists & Managers/Edukacja Ekonomistów i Menedżerow, 29, 143-154.
• 44. Platje, A., Seidel, H., Wadman, S. (1994). Project and portfolio planning cycle: Project-based management for the multiproject challenge. International Journal of Project Management, 12, 100-106.
• 45. Pollack, J. (2007). The changing paradigms of project management. International Journal of Project Management, 25, 266-274.
• 46. Project Management Institute (2016). Governance of Portfolios, Programs, and Projects: A Practice Guide. Project Management Institute.
• 47. Samset, K., Volden, G.H. (2016). Front-end definition of projects: Ten paradoxes and some reflections regarding project management and project governance. International Journal of Project Management, 34, 297-313.
• 48. Sankaran, S., Müller, R., Drouin, N. (2017). Cambridge Handbook of Organizational Project Management. Cambridge University Press.
• 49. Sirisomboonsuk, P., Gu, V.C., Cao, R.Q., Burns, J.R. (2018). Relationships between project governance and information technology governance and their impact on project performance. International Journal of Project Management, Megaprojects, 36, 287-300.
• 50. Söderlund, J. (2004). On the broadening scope of the research on projects: a review and a model for analysis. International Journal of Project Management, 22, 655-667.
• 51. Stabryła, A. (2000). Zarządzanie strategiczne w teorii i w praktyce firmy. Warszawa-Kraków: PWN.
• 52. Steyn, H., Bekker, M.C. (2009). Project governance: definition and framework.
• 53. Sydow, J. (1998). Understanding the constitution of interorganizational trust. Trust within and between organizations: Conceptual issues and empirical applications, 31-63.
• 54. Too, E.G., Weaver, P. (2014). The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32, 1382-1394.
• 55. Trocki, M. (2018a). Project governance - kształtowanie ładu projektowego organizacji. Studia i Prace Kolegium Zarządzania i Finansów/Szkoła Główna Handlowa, 9-23.
• 56. Trocki, M. (2018b). Project Governance - kształtowanie ładu projektowego organizacji. Studia i Prace Kolegium Zarządzania i Finansów, 9-23.
• 57. Turner, J., Speiser, A. (1992). Programme management and its information systems requirements. International Journal of Project Management, 10, 196-206.
• 58. Turner, J.R. (2009). The handbook of project-based management: leading strategic change in organizations. McGraw-hill.
• 59. Turner, J.R., Anbari, F., Bredillet, C. (2013). Perspectives on research in project management: the nine schools. Glob. Bus. Perspect., 1, 3-28.
• 60. van Knippenberg, D. (2012). What makes for a good review article in organizational psychology?
• 61. Williamson, O.E. (1991). Comparative Economic Organization: The Analysis of Discrete Structural Alternatives. Administrative Science Quarterly, 36, 269-296.
• 62. Winter, M., Szczepanek, T. (2008). Projects and programmes as value creation processes: A new perspective and some practical implications. International Journal of Project Management, European Academy of Management (EURAM 2007) Conference 26, 95-103.
• 63. Zwikael, O., Smyrk, J. (2015). Project governance: Balancing control and trust in dealing with risk. International Journal of Project Management, 33, 852-862.
• 64. Zwikael, O., Smyrk, J. (2012). A General Framework for Gauging the Performance of Initiatives to Enhance Organizational Value. British Journal of Management, 23, S6-S22

Identyfikatory

DOI

10.29119/1641-3466.2020.147.22