Challenging the interface between governance and management in construction projects

The purpose of this paper is to explore and challenge the existing, unclear interface between the project owner’s perspective (associated with governance) and the executing party’s perspective (associated with management). This interface frequently creates difficulties in construction projects both in private and public sectors, due to unclear roles, responsibilities and expectations from both the owner and the executing party. The interface may include overlaps, gaps and grey zones. Based on empirical indications of problems in a limited case-study; a sample of major construction projects, the interface between governance and management is investigated. Findings from literature on governance and management of projects are included. Clarity in concepts and terms, as well as deeper understanding of roles and responsibilities may improve both the process for the parties involved and the economic outcome for key stakeholders. The results reported in this paper are tentative and will be explored further. Both the project owner and executing party of construction projects are expected to benefit from improved understanding of governance and management through the development of better role models and procedures in the future. A more explicit and well-defined interface will help both sides make better choices in organizing and controlling the construction project. This paper intends to add to improved understanding of the interface, but it is the parties themselves that have to secure the improvements through their interactions.