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Governance of Organizational Project Management and Megaprojects Using the Viable Project Governance Model

In: Handbook of Systems Sciences

Author

Listed:
  • Ralf Müller

    (BI Norwegian Business School)

  • Nathalie Drouin

    (University of Quebec in Montreal and KHEOPS, International Research Consortium on the Governance of Large Infrastructure Projects)

  • Shankar Sankaran

    (University of Technology Sydney)

Abstract

This chapter applies a systems lens to the governance of projects, megaprojects (which are major undertakings, typically in infrastructure development), and Organizational Project Management (OPM), which is the integration of all project-related activities in an organization. The chapter provides an overview of systems thinking in the governance literature and relates it to the layers of an OPM model to outline the architecture of OPM systems in respect of Stafford Beer’s viable systems model (VSM). It then addresses megaprojects as a further viable system, something quite different from the normal organizational perspective. A case study from a real-life megaproject exemplifies the theoretical findings for practical use. The chapter ends with a reflection on the new insights to project governance when employing a viable systems perspective. This includes identification of specific governance issues for better project results, such as adjustment of steering groups to the variability of project outcomes, as well as less dominance of symbolism at VSM systems 4 and 5, combined with more realistic planning at systems 1 and 2, followed up by system 3 in megaprojects.

Suggested Citation

  • Ralf Müller & Nathalie Drouin & Shankar Sankaran, 2021. "Governance of Organizational Project Management and Megaprojects Using the Viable Project Governance Model," Springer Books, in: Gary S. Metcalf & Kyoichi Kijima & Hiroshi Deguchi (ed.), Handbook of Systems Sciences, chapter 19, pages 501-527, Springer.
    • Handle: RePEc:spr:sprchp:978-981-15-0720-5_14
    DOI: 10.1007/978-981-15-0720-5_14
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