ABSTRACT
This chapter introduces a model for governance of project management within companies. Corporations have differing levels of projectization; that is, the extent to which their business is based on projects and the degree the project way of working pervades practice within the corporation. A framework is needed to enable corporations to choose their own appropriate governance structure for project management, according to their own level of projectization. The chapter looks at the forces that foster good quality in project management delivery and from there develop the steps for economic implementation of governance structures for project management. Project Management Offices (PMOs) must build trust and gain credibility with individual project managers as well as provide visible examples of success to senior managers. Successful PMOs grow organically. Initially, they are setup with a senior expert in project management in order to establish PMO work in the organization and overcome resistance to the change inherent in building up new organizational entities.
