Introduction

Terry Williams and Knut Samset

A chapter in Project Governance, 2012, pp 1-2 from Palgrave Macmillan

Abstract: Abstract Large projects are complex undertakings which represent major investments. Commonly, significant problems arise later on because of failure at the start of a project in terms of establishing appropriate governance, choosing the concept, analysing the proposal and environment, and maximising the utility of the investment, all within complex and political decision-making structures. While project management to ‘do the project right’ has for long been the priority, project governance to ensure that ‘the right project is done’ has been a secondary concern among many practitioners and is underrepresented in literature. In recent years, a number of initiatives have been made to improve governance systems, and considerable research efforts have been made in this field.

Keywords: Project Management; Organisational Strategy; Practical Advice; Secondary Concern; Complex Project (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-27461-8_1

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DOI: 10.1057/9781137274618_1

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