Over the past decade, research conducted for the benefit of IT project management has pointed to numerous factors that contribute to organisational project success. Support from executives and top management is often cited as an imperative factor, whilst having clear business objectives for conducting projects follows closely behind. The linchpin between the executive leadership team and project managers is the project sponsor, who is in a position to directly contribute to the two aforementioned project success factors. The precise responsibilities of the sponsor, however, remain relatively poorly defined. As a result, it is important to focus on this very important role and provide those who are in this position with a set of activities that would facilitate greater project success. Further to this, the corporate governance scandals of the past few years and the consequent publication of relevant acts of legislation and governance standards has forced top management to become more interested in the conduct of their organisation’s portfolio of projects. This research study therefore addresses both the formal and informal aspects of the role of the project sponsor and has provided guidance to organisations and professional associations in defining the role and responsibilities of the project sponsor within a corporate governance framework. The first goal was therefore to establish a holistic corporate governance framework that encompasses the roles of IT and project management in the organisation. By doing so, executives are given a road map that aligns all IT projects with organisational strategy and a means to facilitate greater internal control over all IT project-related activities. This was developed by identifying the relevance and implications that recent corporate scandals around the world have had on IT and project management in general. This then led to combining COBIT (which is an IT governance Abstract ii framework) and a new project governance framework (known as the PG framework) to form a corporate governance framework. This is followed by the development of a generic project sponsorship competency framework that provides organisations with a benchmark that assesses whether an individual is appropriately suited for the role of sponsoring an IT project. Both frameworks provide a means to facilitate better strategic alignment and internal control of all IT project-related activities, and thus contribute to the improvement of IT project management capability within the organisation. / Labuschagne, L., Prof.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:uj/uj:8588 |
| Date | 23 April 2008 |
| Creators | Letchtman, Elazar |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
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