Integration in Project Governance

Tamara Tsaturyan / Ralf Müller

This paper addresses project governance as an integration of loosely-coupled multiple governance subsystems in large project-based organizations. A four-dimensional framework, consisting of structural, procedural, relational and normative dimensions, is conceptually developed. This concept is qualitatively tested through a case study at a large European Bank, which uses a network of four different Project Management Offices (PMOs) for their project governance. The analysis explores the formal and informal dimensions of network integration. Results suggest a predominance of relational and normative dimensions for integration of multiple-PMO governance structures, and propose variables for observation and analysis of integration efforts for project governance. Implications include increased understanding of networked project governance structures as well as the development of associated management dimensions.