Governance and Governmentality for Projects Enablers, Practices, and Consequences Routledge Studies in Corporate Governance Series

This research-based book takes an organization-wide perspective to describe the governance and governmentality for projects in organizations. Governance of projects defines and directs the ways managers of projects, programs, and project portfolios carry out their work. Governmentality is the way the managers of these managers present themselves to those they lead.

Governance and Governmentality for Projects starts with introducing existing theories, models and paradigms for governance and governmentality. It then develops a chronological framework of the ways governance and governmentality for projects is enabled in organizations, how it subsequently unfolds in organizations of different types and sectors, and the consequences of different governance approaches for project results, trust, control, and ethical issues in projects. Special emphasis is given to the link between corporate governance and the governance of project, programs and project portfolios. Three real-life case studies exemplify the research findings described in the book.

Through its structure this book describes the development of governance and governmentality in the realm of projects from its organizational origins, via observable practices, to expected consequences of different implementations. Aimed at academics, post-graduate students in business and management, reflective practitioners, standards or policy developers, those in governance roles and others in need of a detailed knowledge of the spectrum of project related governance in organizations, this book will help develop a comprehensive understanding of the theoretical and practical underpinnings of the subject, their interaction, and implications for implementation. This allows for understanding and developing of both generic and idiosyncratic governance structures, such as those needed in project-based organizations.

1. Introduction

Ralf Müller

2. Organizational Project Governance

Ralf Müller

Part 1: Concepts, Theories, and Models

3. Governance Theories

Ralf Müller

4. Governance Models and Paradigms

Ralf Müller

5. Governance Institutions

Ralf Müller, Erling S. Andersen, Ole Jonny Klakegg, and Gro Holst Volden

Part 2: Organizational Enablers for Organizational Project Governance and Governmentality

6. Tactical Organizational Enablers

Ralf Müller

7. Strategic Organizational Enablers

Ralf Müller

Part 3: Practices in the Private and Public Sector

8. Private Sector Practices

Ralf Müller

9. Governance in Public Projects: The Norwegian Case

Ole Jonny Klakegg and Gro Holst Volden

Part 4: Consequences for and of Governance

10. Governance and Project Success

Robert Joslin

11. Governance Mechanisms in Projects

Ralf Müller

12. Project Governance and Project Ethics

Ralf Müller and Øyvind Kvalnes

Part 5: Cases of Organizational Project Governance

13. The Sugarloaf Alliance Case Study

Beverley Lloyd-Walker and Derek Walker

14. Governance at the Front-end: Managing the Clash of Objectives in Project Organizations

Shankar Sankaran and Christopher Biesenthal

15. Governance and Governmentality at Tasly Pharmaceuticals

Dan Li

Ralf Müller is Professor of Project Management at BI Norwegian Business School, Norway.