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IPMA ITALY Journal of Applied Project Management
Volume 1 no. 3 (October 2015)
project manager and the basic rules The characteristics of project in the
of using these resources belongs to the
problems/issues of "project following two aspects determine that
governance" dimension. Under these
rules, how to effectively use these we can’t regard the corporate
resources belongs to the scope of
"project management". Due to the governance as the basis for the
provisional of project, the project
manager is also temporary. Enterprises concept of project governance:（1）
should not leave the responsibility of
development entirely to project The core stakeholders of corporate
manager, especially for the cross-
organization projects. Thus, the setting governance are the company's
of project objectives, how to monitor
the process that the project manager owners and operators. Their
conducts his responsibilities, etc. are
not the authorities of project manager. composition and scope of power and
They belong to enterprises and related
organizations. responsibility are relatively stable
In summary, the major works of (James, Czempiel, 1992). Besides, one
project governance are “setting
project objectives, providing resources company only has one corporate
needed to complete the project,
deciding the methods to achieving governance structure. However,
the project objectives and the means
to monitor the performance” and so project has specificities. These
on. In a word, the responsibilities of
project governance are to provide specificities are not only performed in
objectives, resources and institutional
environment of project management the differences among projects’
and the responsibility of project
management is to use the resources objectives but also the different
effectively within these institutional
environments to achieve the project periods project stakeholders taking
objectives.
part in the project. All the projects
have life-cycles. Different stakeholders
will enter or exit the project at different
stages of life-cycle and project
governance structures at different
stages are not the same. Trying to use
one/a single structure to define the
static power relationship between
these different projects and
stakeholders is obviously
unreasonable. Corporate governance
is based on the principal-agent rules
between the owners and operators
while project governance is based on
the social networks of coordination
working consisted of various
stakeholders participating in the
project. Each stakeholder must put the
interactive work during completing the
2.2 These concepts do not project tasks in order to get the
clearly reflect project's benefits. All stakeholders need to work
temporary and unique together in the process of completing
characteristics. As a result, they the project tasks. They take the
interactive responsibilities for the
also failed to reflect the completion of the project with each
characteristics of project other and constitute the
governance. interdependent and coordination
working social networks. So the
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