193e2e6by Guy Jelley

As the management framework within which project decisions are made, project governance differs vastly from corporate governance, and unlike the King III legislation that presides over South African businesses, it needs to be fit for purpose per project and organisation.

It is widely accepted that project governance is fundamental to ensuring project success and control. Nevertheless, there is a delicate boundary between too much and too little governance. Too many processes being inflicted on a project team can be just as harmful to project delivery as putting too few processes in place.