Project Governance

Without a governance structure, an organization runs the risk of conflicts and inconsistencies between the various means of achieving organizational goals, the processes and resources, causing costly inefficiencies that impact negatively on both smooth running and bottom line profitability. However, the frequency of projects failing to meet these corporate objectives has focused attention firmly on the process of project governance.

In this book, Ralf Müller provides a well-researched framework to explain the different preferences organizations have in goal setting, along with the best-practices, roles and responsibilities related to governance tasks.

This concise text is an important guide for project and programme managers, those managers concerned with corporate governance such as risk managers and internal auditors, project sponsors and project board members, as well as academics researching organizational and project performance.

Project Governance is part of the Gower Fundamentals of Project Management Serie. Practising professionals and project students will find in the fundamentals a definitive, shorthand guide to each of the main competencies associated with project management; a book that is authoritative, based on current research but immediately relevant and applicable.

About the Author

Ralf Müller is an international lecturer, researcher, author, and business consultant. He is the founder and managing director of PM Concepts, a Sweden based Management Consultancy, which advises larger enterprises in project, program and portfolio management. In parallel he is a part-time Associate Professor at Umeå University, Sweden, Adjunct Professor at the Norwegian School of Management BI, and the Graduate School of Management in Lille, France. He lectures project management, project governance and research methodology.

His research focuses on project, program and portfolio management improvement from an organization-wide perspective. His research studies have appeared in more than 50 publications and he is frequent speaker at global research and Practitioner conferences.

As a consultant he worked in 44 different countries, for the improvement of project management in large organizations. He also managed national, international and global IT projects and consulting organizations.

Dr Müller is a member of the Editorial Review Board of several international academic journals. He is a member of the Consortium for Research in Emotional Intelligence in Organizations, and a co-founder of PMI's Frankfurt and Munich Chapters, as well as contributor to the PMI Standards for Organizational Project Management Maturity (OPM3), and Program and Portfolio Management.