Project Governance: Implementing Corporate Governance and Business Ethics in Nonprofit OrganizationsDo you know where your investments go? How effective and accountable are the resources used in the international development? How can intercultural frictions, governance scandals, or corruption be prevented? Based on a case study the author unveils a gap in the governance of development projects, a gap between implementation and governance, ultimately hindering effective, transparent and accountable usage of resources. Illustrated with entertaining examples the author, himself a senior manager in development and business, develops a Project Governance model. Overcoming shortcomings of the theories of corporate governance and business ethics, of best practices in development and project management, the Project Governance Model is a concrete model for practitioners and academics. Its six modules build an integrated, strategically oriented and ethically reflected platform for a more truthful and efficient cooperation in difficult projects or programs such as in development. |
Contents
| 1 | |
The governance gap | 3 |
Structure of the book | 6 |
General analytic strategy applied to the case study research | 8 |
Goal hierarchy and breakdown | 10 |
Organizational setup as per design | 11 |
Informal organization and bilateral channels | 12 |
Management levels and leadership functions Locating corporate nonprofit governance | 17 |
The four guidelines of discourse ethics | 124 |
The combined approach recognition ethics and discourse ethics | 129 |
The process model for integrity management based on the normative foundation of the combined approach | 134 |
List of possible forms of corruption | 147 |
Model for extended stakeholder management | 172 |
Quarterly Stakeholder Monitoring Map | 179 |
Dual nature of risk management | 184 |
A cyclic risk management process | 193 |
Positioning project governance | 19 |
Is there a need for project governance? | 21 |
The move towards flatter hierarchy information asymmetry is only shifted not removed | 31 |
Project Governance in a multiorganization environment | 38 |
Magic triangle of reasonable development | 43 |
The roles of governance in development projects | 49 |
A typology of the theories relating to roles of governing boards | 50 |
From governance roles to key responsibilities of project governance | 60 |
The Project Governance Model | 63 |
The new St Gallen Management Model adopted for the development sector | 72 |
Governance function as a sequential and reciprocal cycle | 88 |
Differences in boards support styles | 106 |
The organization as an iceberg the explicit and the implicit dimension | 108 |
Risk continuum | 194 |
Dealing with risks | 195 |
Selecting high probability high impact and highsurprise risks for mitigation | 198 |
Communication media appropriate to type of risks or crisis level | 201 |
Organizational integration of risk management | 204 |
Conclusions | 219 |
General analytic strategy applied to the case study research | 229 |
Table of tables Table | 230 |
| 235 | |
| 255 | |
| 258 | |
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Project Governance: Implementing Corporate Governance and Business Ethics in ... Patrick S. Renz No preview available - 2009 |
Common terms and phrases
action Agency agenda allows approach assessment audit Bangladesh become building called Chapter communication complex concerns considered constitutes context contract contributions cooperation corporate governance corruption culture defined development projects direction discourse discussed donor DRIVER effective elements environment established ethics example existence expectations external face fact Figure Finally forces foundation function further governance board identified illustrates impact implementation important influence instance integrity challenges integrity management interest internal involved issues look ment mission monitoring nonprofit normative objectives operational organization organizational outlined particular person perspective planning political possible practice project governance project management provides question recognition refers reflections relevant representatives requirements resolve respect responsibility risk management role sector social solution specific stakeholder management stakeholders Step strategic strategy structure tasks term theory tion translation Renz Ulrich understanding
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