ABSTRACT
Good governance is taking on a more prominent role in senior executives’ minds as greater scrutiny is exercised and accountability for performance is expected. There is a strong correlation between good governance and more successful projects. One cause of governance failure is that organisations become ‘comatose’ and do not always enforce learning from past mistakes and successes. Moreover, the project environment is becoming increasingly more dynamic, so organisations need to be more agile and flexible in their governance response. Organisations invest at least 30 per cent of their turnover on projects. There is a greater recognition that good governance of projects and corporate portfolios is core to success, and this is borne out by research. The overriding aim of governance of project management is to ensure that an organisation achieves change successfully with confidence, transparency and control. One of the key roles for the board includes establishing the culture, values and ethics of the company.
