IT governance and project management: A qualitative study

Abstract

This paper presents the results of a qualitative study of information technology (IT) project management and governance. Interviews were carried out with 10 senior managers in different organisations who had been involved in major IT projects. It follows on from a study carried out by Stone, Ekinci and Foss concerning success and failure in customer relationship management (CRM) system implementation. For this research, the net was cast more widely than just customer-focused projects, because of the need to attract respondents who had recently completed major systems projects. Most of the projects included the customer as a main focus, however. In writing this paper, we have also referred to our experience of involvement in CRM projects. The results supported the idea that project governance and project management are closely related but not identical. A company may have good project management, but not good project governance. Governance of IT projects is of course facilitated by having experienced, well-trained senior project management, and by the organisation having an established methodology for managing projects. The paper identifies that project management is not, however, enough, and that project governance and IT governance in general may be weak even if the project management is strong. Governance sometimes needs to be challenged and shaken up. It may require investment and work to ensure senior management commitment, as well as an injection of governance skills and possibly even articulation or re-articulation of governance culture. Governance should also address IT strategy alignment and return on investment, as well as project completion. The paper supports the notion that focusing on project governance increases the chances of better project delivery. This seems to be a better strategy than risking accidental success. © 2009 Palgrave Macmillan.