ABSTRACT
In this chapter, we address the operational-level characteristics that allow organizations to establish governance and governmentality in the realm of projects. We develop the concept of organizational enabler and report on the results of applying this concept to existing literature and to empirical studies. This helps to identify the distinct enablers at the levels of project governance, governance of projects, and governmentality. We thus develop a tactical perspective on how to establish governance for projects. The chapter finishes by theorizing on the role and interaction of the identified organizational enablers for governance of projects. This tactical perspective is complemented with a more strategic perspective in Chapter 7.
