Deficiencies in Project Governance: An Analysis of Infrastructure Development Program
Abstract
:1. Introduction
2. Related Work on Project Governance
- Active participation, which is the right decision at the right time;
- Contract fairness, meaning a rule of law to be enforced impartially;
- Transparency, where information must be freely available and implementation of the decisions must be according to the rules and regulations;
- Responsive decisions made must be implemented within a stipulated time period;
- Project monitoring and control in order to achieve strategic goals to meet and exceed the satisfaction of all the stakeholders;
- Equality between all involved parties, where all parties have the same opportunities to improve and maintain their own well-being;
- Effectiveness and efficiency through optimal utilization of resources and through sustainable utilization of natural resources; and;
- Accountability must be enforced through rule of law and transparency and should be in the form of public participation and user satisfaction.
Need of Project Governance for Infrastructural Planning in Pakistan
3. Method
3.1. Description of the Case Study Area
3.2. Case Study
3.3. Extraction of Data
- Literature review
- Official published reports and documents
- Published in the time span of 2009 to 2018
- Focused on the public infrastructure projects
4. Results and Analysis
4.1. Appraisal Process
4.2. Stakeholder Engagement
4.3. Decision-Making
4.4. Management Commitment
4.5. Political Interference
4.6. Quality Assurance
4.7. Human Resource
4.8. Performance Monitoring
4.9. Role Ambiguity
4.10. Legal Disputes
5. Conclusions and Recommendations
Author Contributions
Funding
Acknowledgments
Conflicts of Interest
Appendix A
Sector-Wise Projects | No. of Projects | Cost (PKR) Million |
---|---|---|
Housing
| 12 | 713 |
Water and Power
| 22 | 2806 |
Natural resource management
| 9 | 312 |
Education
| 25 | 1096 |
Health
| 12 | 422 |
Transport and Communication
| 40 | 1393 |
Rural and Urban Development
| 6 | 217 |
Total | 126 | 6959 |
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Sources | Focus of Study | Key investigations and Findings |
---|---|---|
(Zhai et al. 2017) | Governmental governance of mega projects | Encouraging accountability of the project leaders. Supporting cultural control. |
(Cardenas et al. 2017) | Project governance of infrastructure projects | Project governance model for infrastructure projects. The model considers the project governance aspects, i.e., involvement of the contractor in the design and estimation of costs, procurement procedures, integration of the design and construction, the incentive and disincentive regimes, risk allocation, contract flexibility, and actions that allow the contracting party to maintain bargaining power during possible renegotiations. |
(Müller et al. 2017) | Governance and governmentality of projects | Governance is a structural context, within which governmentality is implemented. Governance moderates the governmentality’s impact on the success. Successful projects tend to use standardized combinations of governance approaches. |
(Hjelmbrekke et al. 2017) | Project governance as value addition in building projects | Aligning project output to the strategy of the organization. Governance is primarily about monitoring, leadership selection, incentives, and control systems. |
(Brunet and Aubry 2016) | Governance framework for major public projects | There are three propositions on the governance dimensions, i.e., efficiency, legitimacy and accountability. |
(Macheridis 2017) | Implementation of project governance | Processes and structures to govern multiple projects and to manage strategic objectives. |
(Zwikael and Smyrk 2015) | Project governance-balancing control and trust in dealing with risk | Ethical decision-making and managerial action within an organization that is based on transparency, accountability, and defined roles. |
(Xiang et al. 2013) | Critical Success Factors of Project Governance in China | Project governance is a framework for decision-making, including a series of structures, systems and processes, rules, and methods to support and complement the functional goals of project management. |
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Khan, A.; Waris, M.; Ismail, I.; Sajid, M.R.; Ullah, M.; Usman, F. Deficiencies in Project Governance: An Analysis of Infrastructure Development Program. Adm. Sci. 2019, 9, 9. https://doi.org/10.3390/admsci9010009
Khan A, Waris M, Ismail I, Sajid MR, Ullah M, Usman F. Deficiencies in Project Governance: An Analysis of Infrastructure Development Program. Administrative Sciences. 2019; 9(1):9. https://doi.org/10.3390/admsci9010009
Chicago/Turabian StyleKhan, Asadullah, Muhammad Waris, Ishak Ismail, Mirza Rizwan Sajid, Mehfooz Ullah, and Faisal Usman. 2019. "Deficiencies in Project Governance: An Analysis of Infrastructure Development Program" Administrative Sciences 9, no. 1: 9. https://doi.org/10.3390/admsci9010009
APA StyleKhan, A., Waris, M., Ismail, I., Sajid, M. R., Ullah, M., & Usman, F. (2019). Deficiencies in Project Governance: An Analysis of Infrastructure Development Program. Administrative Sciences, 9(1), 9. https://doi.org/10.3390/admsci9010009