• Vol 8, No 6 (2017)
  • Civil Engineering

Front-End Planning – The Role Of Project Governance And Its Impact On Scope Change Management

Eric Too, Tiendung Le, Wei Yee Yap


Cite this article as:
Too, E., Le, T., Yap, W.Y., 2017. Front-End Planning – The Role Of Project Governance And Its Impact On Scope Change Management. International Journal of Technology. Volume 8(6), pp.1124-1133
332
Downloads
Eric Too - RMIT University
-
Tiendung Le RMIT University
Wei Yee Yap RMIT University
Email to Corresponding Author

Abstract
image


To achieve optimal value from investment in a project there must be a clear link between the outputs created by the project and the goals of the organization. As such, organizations must have a structure in place for aligning the project deliverables with their organizational goals. Project governance is therefore critical in influencing the success or failure of projects. Lack of support, conflicting objectives, and other contextual issues in the domain of senior management can have negative influences on the progress and outcomes of a project. This paper examines the role of project governance in the new low cost carrier hub known as Kuala Lumpur International Airport 2 (KLIA2). It analyzes the KLIA2 case based on information available in the public domain. Specifically, it examines how governance was exercised in the project and how it impacted on the project’s scope and outcome. The analysis of the case provides lessons that can be learned to improve governance practice and project success rates. The findings can also serve as a guide to organizations for designing effective governance structures that can enable projects to deliver benefits to the organization and its stakeholders.

Project governance; Project scope; Project success; Scope management

References

Ahola, T, Ruuska, I, Artto, K, Kujala, J., 2014. What is Project Governance and what are its Origins?. International Journal of Project Management, Volume 32(8), pp. 1321–1332

Beleiu, I., Nistor, R., 2015. Project Governance and its Contribution to Projects Success. Managerial Challenges of the Contemporary Society, Volume 8(1), pp. 82–86

Berawi, M.A., 2017. Fostering Partnerships and Strategic Alliances in Sustainable Infrastructure Development. International Journal of Technology, Volume 8(4), pp. 568–571

Biesenthal, C., Wilden, R., 2014. Multi-level Project Governance: Trends and Opportunities. International Journal of Project Management, Volume 32(8), pp. 1291–1308

Cho, C-S., Gibson, G.E., 2001. Building Project Scope Definition using Project Definition Rating Index. Journal of Architectural Engineering, Volume 7(4), pp. 115–125

Dumont, P.R., Gibson, G.E., Fish, J.R., 1997. Scope Management using Project Definition Rating Index. Journal of Management in Engineering, Volume 13(5), pp. 54–60

Garland, R., 2009. Project governance: a Practical Guide to Efficient Project Decision Making. London: Kogan Page

Griffith, A.F., Gibson, G.E., Hamilton, M.R., Tortora, A.L., Wilson, C.T., 1999. Project Success Index for Capital Facility Construction Projects. Journal of Performance of Constructed Facilities, Volume 13(1), pp. 39–45

Joslin, R., Müller, R., 2016. The Relationship between Project Governance and Project Success. International Journal of Project Management, Volume 34(4), pp. 613–626

Khan, A., 2006. Project Scope Management. Cost Engineering, Volume 48(6), pp. 12–16

Marnewick, C., Labuschagne, L., 2011. An Investigation into the Governance of Information Technology Projects in South Africa. International Journal of Project Management, Volume 29(6), pp. 661–670

Merrow, E.W., 2011. Industrial Megaprojects: Concepts, Strategies, and Practices for Success. New Jersey: John Wiley & Sons

Morris, P., 2013. Reconstructing Project Management Reprised: A Knowledge Perspective. Project Management Journal, Volume 44(5), pp. 6–23

Mosavi, A., 2014. Exploring the Roles of Portfolio Steering Committees in Project Portfolio Governance. International Journal of Project Management, Volume 32(3), pp. 388–399

Müller, R., 2009. Project Governance. London: Gower

Olander, S., Landin, A., 2005. Evaluation of Stakeholder Influence in the Implementation of Construction Projects. International Journal of Project Management, Volume 23(4), pp. 321–328

Osipova, E., Eriksson, P.E., 2013. Balancing Control and Flexibility in Joint Risk Management: Lessons Learned from Two Construction Projects. International Journal of Project Management, Volume 31(3), pp. 391–399

Pinto, J.K., 2014. Project Management, Governance, and the Normalization of Deviance. International Journal of Project Management, Volume 32(3), pp. 376–387

PMI, 2013. A Guide to the Project Management Body of Knowledge. 5th Edition. Newton Square, PA: Project Management Institute

Rosenau, M.D., Githens, G.D., 2005. Successful Project Management: A Step-by-Step Approach with Practical Examples. 4th Edition. New Jersey: John Wiley & Sons

Samset, K., Volden, G.H., 2016. Front-end Definition of Projects: Ten Paradoxes and some Reflections regarding Project Management and Project Governance. International Journal of Project Management, Volume 34(2), pp. 297–313

Sharma, D., Stone, M., Ekinci, Y., 2009. IT Governance and Project Management: A Qualitative Study. Journal of Database Marketing & Customer Strategy Management, Volume 16(1), pp. 29–50

Tang, W., Duffield, C.F., Young, D.M., 2006. Partnering Mechanism in Construction: An Empirical Study on the Chinese Construction Industry. Journal of Construction Engineering and Management, Volume 132(3)

Too, E.G., Weaver, P., 2014. The Management of Project Management: A Conceptual Framework for Project Governance. International Journal of Project Management, Volume 32(8), pp. 1382–1394

Turner, J.R., 2009. The Handbook of Project-based Management. London: McGraw Hill

Williams, T.M., Samset, K., 2012. Project Governance: Getting Investments Right. Hampshire: Palgrave Macmillan