.Impact of Project Control On Project Success

CAPITAL UNIVERSITY OF SCIENCE AND
TECHNOLOGY, ISLAMABAD
Impact of Project Control on

Project Success with mediating
role of Project Governance and
Moderating role of Project
Leadership
by
Salman Amjad
A thesis submitted in partial fulfillment for the
degree of Master of Science
in the
Faculty of Management & Social Sciences
Department of Management Sciences
2018
i
Copyright
c 2018 by Salman Amjad
All rights reserved. No part of this thesis may be reproduced, distributed, or

transmitted in any form or by any means, including photocopying, recording, or
other electronic or mechanical methods, by any information storage and retrieval
system without the prior written permission of the author.
ii
This Article is dedicated to my dearest family. To my parents, who always said I

could do anything I set my mind to. To my wife, who provided the motivation
and steadfast support for me to succeed. She provided both the space and time for
my professional and personal efforts by providing the best love and care for our
family regardless of my duties or academic activities. To my children, Inaya and
Zayyan, thank you so much for being helpful and supportive. My families
unwavering love and support of my time and effort has made this dissertation
possible, I am infinitely grateful.
CAPITAL UNIVERSITY OF SCIENCE & TECHNOLOGY
ISLAMABAD
CERTIFICATE OF APPROVAL
Impact of Project Control on Project Success with

mediating role of Project Governance and Moderating role
of Project Leadership
by
Salman Amjad
MPM171045
THESIS EXAMINING COMMITTEE
S. No. Examiner Name Organization

(a) External Examiner Dr. Nadeem Ahmad Khan PIDE, Islamabad
(b) Internal Examiner Dr. Sajid Bashir CUST, Islamabad
(c) Supervisor Hafiz Muhammad Adnan CUST, Islamabad
Hafiz Muhammad Adnan

Thesis Supervisor
October, 2018
Dr. Sajid Bashir Dr. Arshad Hassan

Head Dean
Dept. of Management Sciences Faculty of Management & Social Sciences
October, 2018 October, 2018
iv
Author’s Declaration
I, Salman Amjad hereby state that my MS thesis titled “Impact of Project
Control on Project Success with mediating role of Project Governance
and Moderating role of Project Leadership” is my own work and has not
been submitted previously by me for taking any degree from Capital University
of Science and Technology, Islamabad or anywhere else in the country/abroad.
At any time if my statement is found to be incorrect even after my graduation,

the University has the right to withdraw my MS Degree.
Salman Amjad
Registration No: MPM171045

v
Plagiarism Undertaking
I solemnly declare that research work presented in this thesis titled “Impact of
Project Control on Project Success with mediating role of Project Gov-
ernance and Moderating role of Project Leadership” is solely my research
work with no significant contribution from any other person. Small contribu-
tion/help wherever taken has been dully acknowledged and that complete thesis
has been written by me.
I understand the zero tolerance policy of the HEC and Capital University of Science
and Technology towards plagiarism. Therefore, I as an author of the above titled
thesis declare that no portion of my thesis has been plagiarized and any material
used as reference is properly referred/cited.
I undertake that if I am found guilty of any formal plagiarism in the above titled
thesis even after award of MS Degree, the University reserves the right to with-
draw/revoke my MS degree and that HEC and the University have the right to
publish my name on the HEC/University website on which names of students are
placed who submitted plagiarized work.
Salman Amjad
Registration No: MPM171045

vi
Acknowledgements
First of all, I bow before my Creator, Almighty Allah, the most beneficent and the
most merciful, whose benediction bestowed upon me talented teachers, provided
me sufficient opportunity and blessed me with the urge to strive and reach even
higher grounds by expanding my horizons continuously.
I am deeply grateful to my supervisor Hafiz Muhammad Adnan for his guidance,

invaluable suggestions and continuous encouragement. Who has been and will
remain a constant source of knowledge for me. I extend my deepest gratitude
to Prof Doctor Sajid Bashir for his guidance throughout my degree and boosting
my moral to further excel myself in the field of research. Im highly indebted to
my beloved family- my loving Wife and kids and my parents who have been a
great support throughout my journey towards completion of my Mphil in Project
Management. Last but not the least, Im grateful to this university for providing
me with an environment which has helped me learn and groom and I will always
be a proud member of this scholarly family.
Salman Amjad
MPM171045
vii
Abstract
There is growing pressure on project managers to demonstrate the value of their
projects towards Project success in Telecom and IT sector. Most of the organiza-
tions don’t cover the full aspects of Project Control, Project Governance in their
organizations due to which they suffer a lot after the completion of the project.
This study is unique in its nature to find the impact of project Control on project
success with the mediation impact of project Governance while project Leadership
acts as a moderator.
A scale for evaluating Project Control, Project governance, Project Leadership

and Project success was developed and validated based on feedback from project
management experts working in telecom and software houses operating in Pak-
istan. Subsequently, almost 400 questionnaires were also distributed among dif-
ferent stakeholders to further analyze the relationship between these variables.
The results indicate that project Control improves project success both directly
and through an enhanced Project Governance process. Additionally, the most
effective project governance and Project Control practices for improving project
success are identified, such as the development and monitoring of a high quality
project business case.
Key words: Project Governance, Project Control, Project Leadership,

Project Success, Telecommunication sector and Software houses in Pak-
istan
Contents
Author’s Declaration iv
Plagiarism Undertaking v
Acknowledgements vi
Abstract vii
List of Figures x
List of Tables xi
1 Introduction 1
1.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 Gap Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1.3 Problem Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
1.4 Research Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
1.5 Research Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
1.6 Significance of The Study . . . . . . . . . . . . . . . . . . . . . . . 12
1.7 Supporting Theories . . . . . . . . . . . . . . . . . . . . . . . . . . 13
1.7.1 Agency Theory . . . . . . . . . . . . . . . . . . . . . . . . . 13
2 Literature Review 16
2.1 Project Control & Project Success . . . . . . . . . . . . . . . . . . . 16
2.2 Project Control and Project Governance . . . . . . . . . . . . . . . 20
2.3 Project Governance and Project Success . . . . . . . . . . . . . . . 23
2.4 Mediating Impact of Project Governance . . . . . . . . . . . . . . . 26
2.5 Moderating Impact of Project Leadership on Project Governance
and Project success . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
2.6 Theoretical Frame Work . . . . . . . . . . . . . . . . . . . . . . . . 38
2.7 Research Hypothesis . . . . . . . . . . . . . . . . . . . . . . . . . . 38
3 Research Methodology 40
3.1 Research Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
3.1.1 Type of Study . . . . . . . . . . . . . . . . . . . . . . . . . . 40
viii
ix
3.1.2 Study Setting . . . . . . . . . . . . . . . . . . . . . . . . . . 41

3.1.3 Time Horizon . . . . . . . . . . . . . . . . . . . . . . . . . . 41
3.1.4 Unit of Analysis . . . . . . . . . . . . . . . . . . . . . . . . . 41
3.2 Population and sample size . . . . . . . . . . . . . . . . . . . . . . . 41
3.3 Sampling Technique . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
3.4 Instrumentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
3.4.1 Project Control . . . . . . . . . . . . . . . . . . . . . . . . . 43
3.4.2 Project Governance . . . . . . . . . . . . . . . . . . . . . . . 43
3.4.3 Project Success . . . . . . . . . . . . . . . . . . . . . . . . . 44
3.4.4 Project Leadership . . . . . . . . . . . . . . . . . . . . . . . 44
3.5 Data Collection Technique and Time Frame . . . . . . . . . . . . . 45
3.6 Data Analysis Tools . . . . . . . . . . . . . . . . . . . . . . . . . . 45
3.7 Analytical techniques and tool used . . . . . . . . . . . . . . . . . . 45
3.8 Sample Characteristics . . . . . . . . . . . . . . . . . . . . . . . . . 45
3.9 Reliability Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
4 Results 48
4.1 Descriptive Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . 48
4.2 Control Variables . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
4.3 Correlation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 50
4.4 Regression Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 51
4.5 Hypothesis Results . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
5 Discussion and Conclusion 58

5.1 Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
5.2 Practical Implications . . . . . . . . . . . . . . . . . . . . . . . . . . 62
5.3 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
5.4 Limitations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
5.5 Future Directions . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
5.6 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
5.7 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Bibliography 67
Appendix-A 102
List of Figures
2.1 Hypothesized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
x
List of Tables
3.1 Instrumentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
3.2 Demographic Characteristics . . . . . . . . . . . . . . . . . . . . . 46
3.3 Reliability measurement . . . . . . . . . . . . . . . . . . . . . . . . 47
4.1 Descriptive Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . 48

4.2 Control variables for Project Governance(ONE WAY ANOVA) . . . 49
4.3 Control variables for Project Success(ONE WAY ANOVA) . . . . . 50
4.4 Correlation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 51
4.5 Regression Analysis with Direct Effect of Project Control on Project
success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
4.6 Regression Analysis for Mediation by Barren & Kenny(1986) . . . . 55
4.7 Regression Analysis for Mediation Hayes Approach . . . . . . . . . 55
4.8 Regression Analysis for Moderation . . . . . . . . . . . . . . . . . . 56
4.9 Hypothesis Results . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
xi
Chapter 1
Introduction
1.1 Background
The factors which generally contribute towards project failure like time-pressure,
imprecise communication, confirmation bias, workload, human error, decision
making, teamwork, stress, fatigue and lack of proper leadership have been ex-
tensively studied in research (De Bakker, Boonstra, & Wortmann, 2010).
Proper Coordination, Monitoring and control functions have increased the impor-
tance of successful project deliveries. Project based organizations are supporting
this culture in the organizations to achieve specific outcomes of the project by
focusing on roles and responsibility which not only will help to control project
activities but will also facilitate enhanced communication and client associations
(Meredith and Mantel, 2011).
Project Management revolves around project deadlines and timely completion

of projects is a key factor for Project success; Projects might get delayed due to
multiple reasons, but it can be controlled by placing set of controls through proper
project Governance. As per the global survey run by PMI, success rate of projects
completing on time is 49% (PMI, 2016).
In general projects are assumed to achieve three major parameters such as time,
cost and performance. These parameters classify project based activities distinct
from day to day routine activities. The major challenge faced by project managers
1
Introduction 2
in modern era is to deal with Project Controlled activities in different functions.

If Project is not control then it can harm the projects in many ways such as time
estimations, cost and resource deployment. All of these activities and uncertainties
produced within the project are the key factors of project. For project managers
these sorts of uncertainties can be controlled but in some cases project managers
are not aware of these uncertainties. If cost, time, scope and resource deployment
is not managed on time then it can affect the progress of the project and may also
hinder the project outcomes. (Hubbard, 2009).
Project progress is now increasingly recognized by management control on project

in project lifecycle. In most recent study it has been observed that completion
of task leads the project towards success and it is possible only through Set of
Project control impose by project management (Liu et al., 2009). Project Control
is the important factor in project management which keeps the project delivery on
time. Most important part is dynamic scheduling a sub discipline of risk manage-
ment, baseline scheduling and project control leading the project towards success
(Vanhoucke, 2014).
There are many phases of project starting from initialization till closure, but in
planning phase of the project, schedule baseline serves as a reference point for
project control. In order to have better control on the project three important
factors as mentioned above should not be neglected risk management, baseline
scheduling and multiple factors involved in project control such as cost, time and
Scope. Schedule baseline in project planning phase identifies the week spots in
the schedule and also compares the actual delivery of the project versus planned
delivery of the project mentioned in the planning phase of the project and identifies
problems and opportunities for project managers.
Proper Project control should be implemented to improve the performance of the

project (Lipke etal., 2009; Narbaev and Marco, 2014; Tseng, 2011).Concerning
the impact of Project Control activities including risk management, Pajares and
Lopez-Paredes(2011) established a mechanism for project managers to support
project control activities which differentiates the cost and timelines of the project,
whether over run cost of the project is under control or because of structural
Introduction 3
divergence. In case of deviation in timelines, it is really hard for project managers

to take decision on corrective actions which are critical to project.
Success of the project is also based on the decision made by the project leadership
leading the project. In order to support decision Aliverdi et al. (2013) and Acebes
et al. (2014) introduced some simulations and arithmetic charts to regulate de-
cision based activities. In order to achieve project success ,full project control in
terms of risk analysis and uncertainties in the project should be avoided and con-
trolled in a way that it will not impact the project performance. Fuzzy set of theory
was introduced for estimating project performance (Naeni &Salehipour,2011).
There are multiple roles and responsibilities carries out in the project and in or-
der to have right placement of resources for right job is critical for project leaders.
Project Governance framework is necessary to control non routine cooperate opera-
tions. It has been discussed by many authors: In early 2000s importance of Project
governance has been recognized” (Morris et al., 2011, p.30). Corporate strategies,
effective project governance and governance frameworks are becoming a serious
concerns for project based organizations. Control of governance framework, non-
routine running Operations and their delivery capability in the organizations offers
a clear visibility to top management (Crawford et al, 2005, p.1).Project governance
in project based organization is a key element addresses how responsibilities, roles
and accountabilities are distributed between project team and executives (Kelly, .
V, 2010).
Risk of commercial failure in any organization belongs to poor project governance,

organizational objectives, and responsibilities to its stakeholders and regulatory
problems benefits from project success (Rogers & Blenko, 2006).
Consistent Project Control approach has been studied through many factors in
project management (Doherty et al., 2012; Hesselmann and Kunal, 2014; Paivar-
inta et al., 2007). One important factor amongst these factors is Project gover-
nance and authority (Bradley, 2010; Doherty et al., 2012; Sankaran et al., 2007;
Turner et al., 2010). Strong Governance in projects can be enabled through ef-
fective project controls by introducing full set of frame work in terms of roles,
accountabilities and responsibilities (Ahlemann et al., 2013; Sapountzis et al.,
Introduction 4
2009). Consequently, these controls guarantee that the outcomes of the project
are completely inline with Project business case through affective and controlled
project governance (Hjelmbrekke et al., 2014). In Literature, there is a lack of
understanding regarding project control functionality which facilitates the project
governance mechanisms (Doherty et al., 2012; Hesselmann and Kunal, 2014).
Through 52-year study, Mignerat and Rivard (2012) revealed that formal project
Controls, such as project risk management, values, rules, practices and customs
have evolved in many project and produced similar results in industry of infor-
mation technology because project managers follow similar ways of management
techniques and approaches to deal with pressure during project lifecycle. Mller et
al. (2014) shows that project governance is the same across dissimilar organiza-
tions as they face the same cultural- perceptive pressure.
In project management groups, the term governance of projects has grown to be

rather prevalent, but there are no agreements about the definition or description
of the term (Morris et al., 2011, p.40). This study will further explain the rela-
tion of Project governance and project success with moderating impact of project
leadership.Leadership is the one who sets directions, build and inspire the vision
of their subordinates to gain strength in their assigned task and also help them to
achieve their goals through open communication, drive transformational change,
reinforce capabilities in the organization and create supportive environment (Bal-
doni, 2004).
In Project management literature, Leadership is one of the important considerable

factors, and with the passage of time it has been researched with many aspects of
human behavior with different impacts on project success (Geoghegan & Dulewicz,
2008).
Leadership is a topic of considerable interest in Organizational management, and

over the years, it has been researched more than any other aspect of human be-
havior (Geoghegan & Dulewiez, 2008). Project management is a skill set that in-
volves incorporating Project technical skills and general leadership skills in order to
achieve project success (Gudarzi & Chegin, 2011). It has been heavily researched,
but most of the research on leadership in project management has been static in
Introduction 5
nature and has not focused specifically on the relationship of project governance
and leadership in projects (Thomas & Bendoly, 2009).
Leadership is an important attribute in project management (Berg & Karlsen,

2007), and it has been shown to be critically important to project success (Sunner,
Bock, & Giamartino, 2006).
The key to success in general management is basic leadership skills, but in order
to be successful, a project manager must balance both technical and leadership
skills (Ong, Richardson, Duan, & Johnson, 2009). The differences in competencies
between the two types of management require that research into one cannot simply
be applied to the other. Considering that researchers have largely ignored the
part of the project manager in project triumph (Turner & Muller, 2005), a real
understanding of the relationship between specific leadership styles, satisfaction,
and performance in project management is missing, and further research is needed
(Bodla & Nawaz, 2010).
In our current studies we will also observe the behavior of leadership on project
success. In recent research it has been observed that there is a correlation between
Leadership style, subordinates and project performance; and study also shows
that leadership has direct impact on the project success (Turner & Muller, 2005).
However, research doesn’t covers a lot about leadership in project environment
(Anantatmula, 2010). Project management is a skill set that introduce technical
and leadership skills to gain project success (Gudarzi & Chegin, 2011).
Transformational leadership in project based organizations represents the role of

project manager; TFL in projects makes their follower to perform beyond their
formal role capacity by promoting team coordination and problem solving ap-
proach (Klein et al., 2009). Transformational leadership style follow team focused
approach which not only help the team members to stay motivated but also en-
courages them to achieve project goals through team work (Sohmen, 2013; Burke
et al., 2006).
Introduction 6
1.2 Gap Analysis
There has been wide research on IT Projects and the role of formal and informal
control system within project activities with the help of different control factors
have been studied where direct relationship of informal and formal control on
benefit realization, Project uncertainty and Project sustainability has been studied
(Tiwana, 2010;Cram and Brohman, 2013; Gregory et al., 2013). Very less attention
has been given to the development of project control factors which helps the project
manager to achieve sustainability in the project (Aarseth et al., 2017). This tends
to be a research gap that current studies did not explore project control impact
on project success.
According to different scholar’s and subject matter experts on project manage-

ment, Project control has been lower than proposed study for many eras. Saun-
ders et al., 2016 have studied various dimensions of project uncertainty but there
is an absence of project control which keeps the project activities under control.
There are many control systems in project management literature and is also en-
dorsed as a grave cause of project failure. In recent studies the main focus of the
research has been on the procedures and policies which derive the sustainability
in the project (Gareis et al., 2013; Silvius & Schipper, 2014). Therefore, it is vital
to know whether Project control is factor to achieve project success. The first
objective of this study is to fill this research gap.
The Current study focuses on straight relationship between project control and
project success. There are various other factors which intervene in the practice
and methods of project control and project success. Among these factors, Project
governance is the most affective and prominent factor (Bradley, 2010; Doherty et
al., 2012; Sankaran et al., 2007; Turner et al., 2010). There are different theories
and literature available explaining how informal and formal control factors leads
towards project success, each of them has proposed different set of mediators (e.g.,
Goal Clarity, team mindfulness, project monitoring and project Culture (Doherty
et al., 2012; Hesselmann and Kunal, 2014; Paivarinta et al., 2007), therefore there
is a need to analyze the role of mediating mechanism which enhances the impact
Introduction 7
of project control on project success. Governance main job is to provide the

framework, structures, roles and accountabilities that enable affective controls on
project activities (Ahlemann et al., 2013; Sapountzis et al.,2009).
In current study it is assumed that project governance is mediating mechanism

through which project control influence project success. Project Governance in
Projects is the most demanding area of research and exercise, but it is not as
progressive as project control concepts and practices, which further leaves a gap
in research (Bernardo, 2014). Project Governance has gained more attraction from
the past two decades in Literature (Bekker, 2014, p.24). Most of the projects are
getting failed due to poor Project Governance and it is becoming more frustrated in
the organizations (Flyvbjerg, Bruzelius & Rothengatter, 2003, p.12-21 and Miller
& Lessard, 2000, p.14). Current study will assumes that if Proper Governance is
in placed than Project is controlled and successful which is our second objective
of this study.
Usually the focus of study on leadership have either been on the personality and
leadership style of the project manager or the processes developed by the team
(Muller et a.,2018). Project manager expectation from the project is to reinforce
common values among his team members working in the project by introduc-
ing motivational and self-control factors (Andersen and Chen, 2002; Neal et al.,
2013;Huang et al., 2014) as a way to enhance project success. So this study fo-
cuses on the moderating relationship of leadership between project governance and
project success.
There has been a long history in research about specific leadership styles and their
associations with work performance in the organizations like authentic leadership
(Lyubovnikova, et al., 2017), servant leadership (Chiniara & Bentein 2018), but
moderating impact of transformational leadership has not been covered in the
literature of project management yet which has a direct link with project leadership
(Huang et al., 2014). . Hassan, Bashir and Abbas (2017) have also suggested that
leadership other than specific leadership style should be studied for their possible
impact on project success. Several studies have tried to explore the situations in
which the effect of project leadership are stronger or weaker as the relationship
Introduction 8
between project governance and project success was not clear ( e.g (Geoghegan &
Dulewicz, 2008; Kissi et al., 2013; Mller & Jugdev, 2012; Mller & Turner, 2010;
Turner et al., 2009). Our third objective of this study is to further explore the
moderating impact of project leadership on governance and project success.
The existing literature on Project management has talked a lot about different
phases of the projects with more focus on planning and designing (Cardinal et
al., 2010). There are multiple factors which leads the project towards success
including Key performance indicators, Project plan deviations, set of strategies,
Organization culture which guarantees the project success (Hazir, 2015). In our
current studies will cover all of our three above mentioned objectives and will
try to find out there relationships between them. Organization cultures, Key
performance indicators are there to measure the progress of the project, Plan
deviation and set of Project controls including time, cost and scope matters a
lot in a success of every project and it varies from society to society that is why
studying the impact of project control on Project success in Project management
office based Pakistani Telco’s and software houses can be beneficial.
1.3 Problem Statement
Projects are unique and have some set of timelines (Lynch, 2014), on which they
have to finish their task. Hence project teams are bound to finish their task within
specified timelines which is quite challenging and also demanding in project man-
agement literature. In the context of Pakistan Telecom and software sector we
have observed a lot of challenges in the execution of the projects. There are many
internal and external factors including time, Cost, Scope, risk assessment, Com-
munication, conflict management, Planning, and processes implemented to sup-
port project activities. Similarly some other functional factors including culture,
employee relationship with their leader and infrastructure unavailability makes it
very challenging to achieve project success. The main reason behind these chal-
lenges is only because affective project controls are not implemented. Similarly
Introduction 9
roles and responsibilities are also not defined through proper governance within
the organization which a possible cause of failed projects.
Project Control is an important aspect of project success. Project Managers nor-

mally measures project progress by implementing set of controls on schedules and
budget allocated to the project. After more than forty years in project control
work, industry is still not able to solve the most serious issue of all project con-
trol problems budget overruns, scope creep, Quality issue, completion of multiple
activities on time (Arild Sigurdsen, 2015). Many tools and procedures have been
introduced to overcome this problem, but the projects are still getting off track
from deadlines today as they used to be almost 40 years ago. Numerous surveys
have been conducted to measure the impact of project control, including the most
recent survey conducted by Ernest & young referenced in July 2015. Project con-
trol is an area of the business world where simplicity is not necessarily a virtue its
an approach to handle project carefully.
Organizations running multiple projects are delivering failed projects only because
of no control on project activities. Problem is to control all project activities for
successful project deliveries and how it can be controlled is only by introducing
proper framework with in project lifecycle. In order to implement these frameworks
Project governance support these frameworks through which the aims and goals
of the projects are established and the course through which the objectives can be
attained. It entails providing the objectives of the project, how those milestones
are to be achieved.
In the past, very slight research has been conducted on the contribution of project
control factors and the framework which enhances the project success (Elshaer,
2013). Due to frequent delays in projects, budget overruns and lack of project
governance; project based organizations are concerned about these factors which
are causing these problems.
Project control and evaluation exercise adds value to the overall efficiency of
project planning, budgeting, and implementation by offering corrective actions to
variances from the framework placed in projects supported by project governance.
Moreover, the moderating influence of project leadership on project governance
Introduction 10
and project success is still unexplored. So, this shows the novelty in this research
that has not been studied yet along with all the variables (Project Control, Project
Governance, Project success and Project Leadership).
1.4 Research Questions
This study was conducted to find out the answers of some important questions,
briefly described below.
Research Question 1
To what extent Project Control objectives leads to Project Success?
Research Question 2
To what extent Project Control influence Project Governance?
Research Question 3
To what extent Project Governance throughout the project lifecycle increase the
chances of Project Success?
Research Question 4
To what extent Project Governance plays mediating role in relationship of Project

Control and success of Project?
Introduction 11
Research Question 5
Does Project Leadership have further impact on success of projects? And how
Project Leadership can influence the relation between Project govenance and
Project Success?
1.5 Research Objectives
The purpose of current study is to explore the relations among Project Control
and Project success. Furthermore, the impact of Project Success will be observed
through Project Governance acting as a mediator and Project Leadership acting
as a Moderator.
Research objective 1
To discuss the impact of Project Control on Project Success.
To discover the connection between Project Control and Project Governance.
To discover the affiliation of Project Governance with Project success.
To study the mediation consequence of Project Governance in the relation of

Project Control and Successful completion of project.
To study moderating effect of Project Leadership on relationship of Project Gov-

ernance and Project Success.
Introduction 12
1.6 Significance of The Study
It is important to study the impact of PC because project control is essential to

control the activities hindering the timely completion of projects under planned
budget. This research will contribute towards the awareness in the IT and telecom
sector of Pakistan where projects can be controlled though project control factors
and can lead the project towards Success by implementing project governance in
the organization. Project managers have made numerous efforts to execute project
activities in a controlled manner, but in this era the methodologies implemented
by Project based organizations in IT sector were not found suitable due to multiple
parallel activities of the project.
All project activities are time limited with high complexity, high tolerance to
ambiguity and results are not easy to quantify, but if proper project controls are
in placed then successful results can be achieved. In this regards, this research
will contribute to the literature regarding how implementing project control can
be beneficial for enhancing project performance and helping project successful.
This study contributes in implementing Project control factors which will not
only establish stable and visible project environment but will also help individuals
to understand their job responsibility in the project through set of framework
introduced by project governance. Project governance is a structure which fits into
the management activities and provides a clear link between project success and
business strategy ( Too and Weaver, 2014). Project Governance has an impact
on two orientation of the project , Stakeholder and project control orientation
because both exists in project based organization before starting of any phase of
the project (Josline & Muller, 2016).
Whenever new project is launched or implemented during the second phase of the
project, certain failures and setbacks are faced due poor project governance. In
this study the association of Project Governance as a mediating variable between
project control and project success will also be studied. This study will help
project managers to realize the importance of project control which will keep the
project deliveries on time and will for sure enhance the project performance.
Introduction 13
This study also looks into the moderating impact of project leadership to check
whether project leadership enhances the impact of project governance on project
success. Moreover it also explains that Project control is mandatory for the success
of projects in telecom or IT Software houses. Project success will certainly improve
when project control is ensured through project governance. This domain has
not been discovered yet especially projects running in Pakistan; therefore it is
successful to be a part of an excessive contribution in to the research area and
will also enunciate the value adding factors for improving the project success and
gaining competitive advantage. Moreover, this research work will encourage the
researchers to further study theses imperceptible assets that create values and
competitive advantage for the projects.
1.7 Supporting Theories
1.7.1 Agency Theory
Strategy and policymaker scholars in the organizations have devoted their at-
tention towards project governance mechanism that supports the monitoring and
control functionality in the organizational level. Previous research has more insight
about governance mechanisms (Coffee, 2006). Also in previous studies literature
introduces more improvement of bringing external governance into corporate gov-
ernance problem fully (Aguilera et al., 2015).
IT governance and project governance both can resolve principle agency prob-
lems as they are involved in monitoring and control mechanism of the project as
per agency theory (Eisenhardt, 1989; Goodale et al., 2008; Morgan et al., 2007).
Combination of Project control and Project Governance should have an impact
on project success.
Agency theory supports not only the governance but the control mechanism which
includes triple constraints of the project time, cost and scope (Xiang et al., 2012).
Turner and Mller (2004) used agency theory to explain how hierarchy in the project
should be in placed to control different activities of the project on top of project
Introduction 14
manager and how set of controls should be in placed to control the activities of the
agent in the company. Khang and Moe (2008) have focused a lot on critical success
factors in projects through the project life cycle. Agency theory has been used to
explain the relationship in different fields such as information systems (Mahaney
and Lederer, 2011), social sciences (Shapiro, 2005) and recently it has been used
a lot in project management (e.g., Forsythe et al., 2015; Ceric, 2012) and supply
chain management (e.g., Zsidisin and Ellram, 2003).
The original project constraints include time, cost and scope limitations (Marnewick
& Labuschagne 2012). These constraints were adopted by the IT industry from
the engineering discipline. It is also required to deliver the IS projects within
these constraints. Most of the research that focuses on the success rates of the IS
project, make use of the triple constraint as the foundation for their analysis.
It has been observed through evidence that the reason of poor success rate is due
to leadership (Nixon et al., 2012), incompetently managed resources (Lim and
Mohamed, 1999), unproductive support provided to the stakeholders (Parker et
al., 2013), poor Communication (Ceric, 2012).Projects not being completed on
time, within budget, Scope requirements and not meeting on quality standards
have been recognized by (Cullen and Parker, 2015; Lim and Mohamed, 1999).
In this study our core focus is towards project success, but with impact of different
variables including Project control, Project Governance and Project Leadership.
Agency theory has been used in various disciplines since its beginning almost four
decades ago (Eisenhardt, 1989; Hirsch and Friedman, 1986).
Recently more importance has been given to agency theory in operations manage-
ment and project management literature. It has been applied in to more relation-
ship scenarios (see Majone, 2001) where one party deputies authority for decision
making and controlling of certain tasks of another party agent (Basu and Lederer,
2011).
Performance factor in the project enhanced when different set of controls are en-
gaged all together for the success of project delivery, there is a significant correla-
tion among these control factors (Long et al., 2002). In another instance reported
Introduction 15
by, Snell (1992) deduces: ”there might be a combined use of each control in human
resource management, but with advantages and disadvantages. Also Turner and
Makhija, (2006) also recommended in their research that combinations of different
set of controls can build a mechanism to improve project performance.
How to deliver a project successfully and what are the factors which helps the
project manager to meet project objectives are now the most studied subject in
project management literature (Mller and Jugdev, 2012). Project success is de-
pendent on all the parties and stakeholders involved in the project (Das and Teng,
2001). Mahaney and Ledrer (2003) focused on agency theory and explain the pro-
cess of achieving project success through project monitoring and control. Project
control delivers the feedback to the agent to make sure that they are working
towards right directions and not getting out of track (Levitt and Snyder, 1997).
Zwikael and Smyrk (2015) revealed that through project governance balance in be-
tween Control and trust in project leadership can be obtained through association
of agent (Project Manager) and multiple risks in the projects can be managed.
Chapter 2
Literature Review
2.1 Project Control & Project Success
Project Managers normally measures project progress by implementing set of con-

trols on schedules and budget allocated to the project. Most up to date approach
is to control the variety of variables such as individual team performance, task
completion during project lifecycle and competency of the team involved in the
project (Liu et al., 2009).General framework & controls are introduced in fast
growing audit and consulting industry to tackle business objectives and compli-
ance issues. Project Control objectives plays an important role in these frameworks
which enhances the chances of Project success (Bowen et al., 2007).
CobiT framework is the control objective which can be referred as one well es-
tablished example for Technology relevant to IT (ISACA, 2008) this framework
is used to support legal compliance such as regulatory requirements introduced
by Sarbanes Oxley Act or Basel 2 (Kordel, 2004, Hardy, 2006). The prevailing
work on Project Management focuses mainly on the planning and design phases
of projects. To convey a successful project, the project also has to be vigorously
managed keeping its aims in focus during the execution phase, and this manage-
ment is sheltered in project control. Project control is expressed as “encouraging
conduct that is desired to attain the organization’s goals” (Cardinal et al., 2010).
16
Literature Review 17
Projects acts like a vehicle to accomplish business objectives and has gain more
attention over 10 years (papke shields et al.., 2010; Todorovic et al., 2015). There
has been a rise in business practice and growth in project management has gained
attention from scholars (Cooke- Davies, 2002). There have been many studies
made in the literature on project success but academia has failed to present reli-
able interpretation of the term ” Project success ( Baccarini, 1999; Thomas and
Fernandez, 2008). Muller and Jugdev (2012) concludes that no clear definition
exist on project success measurable.
A project has a start and end date and are considered as a temporary organization
(wit, 1988) and also varies in context, size and complexity with the passage of
time. In this case success criteria for measuring the project success vary (Mir and
Pinnington, 2014) and in general Project success is a way to assess progress of
the project (Westerveld, 2003). Project success is further explained by different
explanations with success criteria from diverse stakeholders (Mir and Pinnington,
2014).
Research in project management in its early studies on project success mainly

focused on the three different constraints of project cost, time and quality (Cook
Davies, 2002) this is also known as ”iron triangle” (Papke- Shields et al., 2010).
These dimensions in project control factors are still graded high and frequently
used to assess project success (wit, 1988; Scott Young and Samson, 2008; Pap-
kesheilds et al., 2010). Most of the scholars have argued that project success is
not limited to iron- triangle but there are multiple other factors which lead the
project towards success (Wit, 1988; Baccarini, 1999).
Projects have definite start and finale dates consisting of distinct stages which help
projects to achieve their objectives within specific timelines (Project-Management-
Institute-Inc., 2004, Post-print version of published article Gray and Larson, 2008,
Maylor, 2005). There are three major critical factors of projects consist of cost,
time and quality followed by Project Control. All of them are interdependent
on each other and these aspects are generally known as Iron Triangle denoted as
consistent subject to detractors as projects that can also be influenced by other
causes such as tools, skills, methodologies, and knowledge as mirrored in aptitude

and resource based research (Teece et al., 1997, Zahra and George, 2002).
Commitment, Coordination and competence are also identified as key factors for
Project success under project control besides Iron Triangle (Jha and Iyer, 2007).
Comprehensive set of metrics has to be utilized in order to measure project Success
which controls project time, cost, quality and various benefits for organization and
the stakeholders involved in the project.
Time, cost and quality are defined to be the elements of the project that are known
at the start of it. Other conditions can occur during the phase of the project. Some
of these aspects include the ability to outline the aims and manage those objectives
to complete the project. All these features define successful delivery of projects.
Moreover the elements of success are split into primary and secondary ones. The
primary ones include the customer’s willingness, cost, time and quality. Secondary
factors on the other hand include new opportunities, strategic coordination coupled
with no major hurdles (Albadvi, & Hosseini, 2011).
Kerzner (2009) on the other hand has further worked on the definition that de-
fines the success of projects. It includes ensuring completion of the project within
the stipulated time and the defined financial agenda. Other elements include cus-
tomer willingness, variation in the scope and uninterrupted flow in the organiza-
tional work. Some common elements that set well known metrics include agendas
touched, percentage used, equal units and project percentage completed (Belassi
& Tukel, 1996).
There are many projects that may succeed or fail, but what matters the most is
how they reach their goals and how they manage to finish their project activities
(Lehtonen and Martinsuo, 2006). Efficient Project control can help project man-
ager to achieve their required goals for successful project delivery (Nieminen and
Lehtonen, 2008).
Managerial control is the managers’ portrayal of behavior that persuade the team
members to work in compliance with the organizations’ goals and objectives (Hen-
derson &Lee, 1992) that will assist the result oriented leader to efficiently man-
age the outcome of the outsourced firms (Kang, Wu, Hong, Park & Park, 2014;
Rustagi, King & Kirsch, 2008; Wiener, Remus, Heumann & Mahring, 2014) espe-
cially in IS projects.
Formal (output) and Informal (clan) control modes are depicted in various ways
for team building and effecting the IS projects’ success (Kirsch, 1997) and is proven
that control means must be adopted to increase the performance of the Informa-
tion system development projects (Henry, Narayanswamy & Purvis, 2015). Kirsch
(1997) suggested that outcome control is observed to have desired outcome and
the members are rewarded as per defined criteria, hence accompanying the trans-
actional leadership.
In the 80,s scholars start to argue that success of the project is not only related
with iron triangle but there are multiple other factors involved (wit, 1988; Bac-
carini, 1999). This has given rise to the study and further explained that project
management success is measured by time, cost and quality whereas project suc-
cess measured by the overall satisfaction from different stakeholders involved in the
project. Lavagnon (2009) found in his research that many authors in project man-
agement literature treats project success more than project management success.
Project success is more difficult to measure as it depends on client satisfaction and
benefit realization (Thomas and Fernandez, 2008).
All projects have to finish their assigned activities within set timelines. One of
the basic requirements that control project activities and determine its success
whether is completed on planned schedule (Pinto, 2013). Secondly it is important
if project is completed within budget guidelines or not (Pinto, 2013). Success of
the project is also related with customer satisfaction (Pinto, 2013).
Outcome control is more effective where the goals are set and are expressed by
the manager of the team and performance is then measured along the set stan-
dards and objectives (Ouchi, 1977). Henderson & Lee (1992) recommended that
IS project management must have the policies supporting outcome control for op-
timal performance of IS projects, hence is allied with outcome oriented headship.
Outcome based control is used so as to minimize the risk factor of deviating from
the goals (Eisenhardt, 1985).
Haughey (2010) states that project success and working should be highlighted in
the developing countries since this is the need of the era. According to Korrapati
and Rapaka (2009) the project’s success is dependent upon the leadership tactics
and managerial ability of the project leads. Transformational management is an
important element that defines the success in various organizations. Keegan &
Den Hartog, 2004; Yang et al., 2011.
The outcome control effectively influences the performance of IT projects (Liu &
Wang, 2014) and is helpful in alignment with the new systems where the specified
outcome must be observed and maintained (Grabski & Leech, 2007). Outcome
control positively influences the performance of the projects especially in medical
IS projects where goals and outputs are strictly defined and are meant to achieve
(Liu & Wang, 2016) and to involve stakeholders the major outcome controls are
the schedules of the project that let all the personnel know about when would be
the task been accomplished especially in large enterprise systems initiating the IS
projects (Soh, Chua & Singh, 2011), hence, assisting the outcome leader to strive
the followers towards projects’ success.
Through above literature we hypothesis that
H1: There is a positive relationship between project control and project

success
2.2 Project Control and Project Governance
Inclusive Leader creates a specific type of relationship between self and employees
that is beneficial for both of them (Hollander et al, 2012). Spirit of inclusion lies
in the idea of doing things with the people instead of to the people and in this
way decision making can be improved and desired goals can be achieved.
Internal Project Control has been focused a lot in previous Literature (e.g. Cardi-
nal et al., 2010;Kirsch, 1997; Nieminen and Lehtonen, 2008), Current discoveries
show a very pure relation with project control and also recommend to explore fur-
ther on Project Governance. Effect of project Control on Project governace has
been specified by some writers: ”The early 2000s saw a rising acknowledgment of
the significance of project governance” (Morris et al., 2011, p.30). Furthermore
another author asserted the success of project in the sense of specific action com-
pleted with defined elements pertaining to performance, cost and the time taken
part of project control activities. This is well known as ” triangle of iron” (Irimia-
Dieguez, Medina-Lopez & Alfalla-Luque 2015; Zwikael & Smyrk 2011; Chen 2015).
Project governance delivers the framework through which the aims and goals of
the business are established and the course through which the objectives can be
attained. It entails providing the objectives of the project, how those milestones
are to be achieved. Project governance is part of corporate governance.The main-
tenance of a project consists of defining the relationship between the projects main
heads, sponsoring body, its owners and agents who have a share in the business. It
outlines the structure through which the goals can be set and the ways to achieve
that. Performance of a particular project is measured by the project controls with
respect to the performance indicators set (Turner, 2009, p. 312)
Ehsan in his PHD thesis highlighted that Project governance covers various aspects
including the lifespan of the project. It further guides the team with decision
making tools and procedures to be followed. This is done to ensure that the set
objectives are met and value is delivered as promised to the stakeholders” (Khan,
2012, p.113).Turner further enumerated upon Project governance and emphasized
that along with the objectives and decision making framework other points are to
be given pivotal importance too. These factors are to be defined at corporate level
too. Some of them include decision making procedures and levels, permissible
points and the process of controlling. The ways through which the project is
delivered is important and this sheds light on the aptitude and skills of the leading
management and the way the project progresses (Turner et al., 2010).
The framework suggested by Bannerman (2008) describes project success as a

measurable factor which can have different impact on projects. The approach
followed by this model has helped organizational leadership to measure success
factors of the project.
Most of the projects are getting failed as per research conducted by (Johnson 2014;
Marnerwick 2013a, 2013b). Billions of dollars are assigned each year on IT services
and investment is set to grow with the passage of time in this area (Lovelock et
al. 2017). In the past there has been a lot written on projects success and a lot
have been discussed on project success and project fail ( Budzier& Flyvbjerg 2015;
Earsmus, Marnerwick & Joseph 2014, Ngoma & Erasmus 2016).
Cost is an important feature in project management (Bosch Rekveldt et al. 2011).

The cost spent on any project always represents the importance of organizational
strategy (Joseph & Marnewick 2014). Therefore cost is considered as an important
feature in project management because millions are spend on the implementation
of the project completed with scope creep and more cost.Most of the projects are
managed through assigned task and with some hours associated with those tasks
(Thomas & Mengel 2008). What matters the most is the success of the project.
It is pertinent to mention that the projects and various portfolios attached to it

should always be coherent and linked to the organizations goals set incorporating
the stakeholder’s anticipation as well. This can only be ensured when up to date
authentic information is available based on the performance metrics that are part
of the projects.
The most significant aspect of any successful project is only because of strong
project governance. The quality work is only possible in the project due to good
project governance. Dvir (2010) analyzed that success of any project around this
globe is only dependent on the project governance; if affective project governance
is in placed then project success is a must.The performance signals of project con-
trol system should offer authentic knowledge which is important for judgment and
ensures that the corporate goals are kept intact at different project levels. These
levels include Executive Board Level, Contextual Level and Individual Project
Level (Turner, 2009). Clear and ample understanding of the project control point-
ers throughout the projects life progression is necessary since it helps to assess the
governance framework, procedures, tasks and polices that have been considered
in various projects and portfolios. This assessment provides understanding of the
areas that could be improved as well.
Ahola and others (2014) stated that project governance is all about meeting expec-
tations of different stakeholders. Taking this into consideration governance should
be consistent within and outside of the organization. Nistor and Beleju (2014) has
explained different extent of project governance, first one is related with the role
of project manager or supervisor who ensures that project activities are controlled
and as per the project plan. Second one is about Project Control which ensures
that project is in progress as per the plan and third is to get further support from
the project stakeholders.
Researchers consider project governance as an important project success factor in

project management literature which ensures successful deliveries of the project.
They have also stated that successful project delivery is only possible through
systematic project control process that is in favor of governing the different benefits
of the stakeholders involved in the project (Joslin and Muller, 2015).
H2: There is a positive relationship between project Control and Project

Governance.
Project Control in this context refers to the management of project with respect
to the cost and schedule. It ascertains whether the project will be completed
within the allocated budget and specified time frame. Project Governance provides
a framework or outline which defines how the project will progress and what
decisions are to be made.
2.3 Project Governance and Project Success
“Project governance will define specific elements such as the management struc-
ture, guidelines, procedures, predefined boundaries of authority for decision mak-
ing. Stakeholder management and responsibilities will be clearly specified. Apart
from this the escalation matrix in terms of issues will be part of the governance
too. .” (ISO, 2012, p 6)
Agency theory holds true in case of Project governance elucidating the firm as a set
of contract and the info perspective of governance (Clarke, 2008), the information
perspective of governance (Muller, 2011). As per Jensen and Meckling agency
theory is defined as a contract where one or more individuals (pricinpal/s) engage
agents to perform an activity on their behalf. This involves giving some sort of
autonomy to the agents (Jensen & Meckling, 1976, p. 59).
The agency theory revolves around the organization work as a set of agreements
which could be printed or unprinted, among titleholders (principal) and managers
or clients (agents), where each fragment tries to maximize its own value. The
maximization of every party’s interest is the principle-agent problem which comes
from the different interests that the parties hold and the options available for the
principle to monitor the agents performance.
Both the agency theory and the TCE address queries of trust and control. An
added theoretical view, directed out by Ralf Muller, detects trust and control as
grave features for organization’s governance (Muller, 2011).
Ralf Muller shares a definition where he believes that governance is associated to

projects, portfolios and project management and all these exist in the corporate
governance framework. It entails the procedures, guidelines, value system and
delegation of responsibilities that make it likely for projects to accomplish the
organizational objectives. It further ensures that it is implemented in a way that
works in the significance of the entire stakeholder, internal and external” (Muller,
2009, p.4). It incorporates that all these elements are well aligned with the dif-
ferent organizational levels so that effective project preparation, supervision and
implementation within the specified limitations of corporate governance. This
definition is unclear in what distresses to governance structures but, the writer
offers those structures with the purpose of ”the arrangement of the objectives at
the varying managerial s of the organization in order to permit the most operative
and efficient project planning, controlling and implementation, within the margins
of corporate governance” (Muller, 2009, p.17).
Understanding project management is only possible when a broad understanding

of corporate governance, concepts of project governance is gained. A project
is defined as a multiple and self-motivated system which revolves around clear

defined governance process. The need for a dual dependency impacts the structural
governance that is an amalgamation between the team and customer, the stages
of the project and stakeholders involved. (Turner & Keegan 2001).
The administration of project activities is related with marketable governance,

broadly interlinked with project activities. The productive PM governance is based
on ensuring an organizational project’s are matched up with the organizational
objectives sustaining delivery effectiveness (Hicks et al., 2013).
Crawford and Cooke-Davis (2008) exuded that project governance is a settlement

of approved principles, processed and structures that is concerned within the pa-
rameter of projects, programs and project portfolios. It also corresponds to the
control of single projects.
Subsequently, Project Management Institute defined project governance to be col-

lectively working hand in hand with the organization’s model, the lifecycle of the
project, the systems and practices coupled with the reliable and relevant commu-
nication to enhance project practices (PMI, 2013).
At the interface, project governance is based on coordination among participants

and the parent organization. The framework often revives its execution, which can
support the project manager, as well as his/her team with an organized process,
decision making techniques, and control to manage the project while achieving
remarkable project delivery through sustained support and control. (PMI, 2013).
Prior works on corporate governance and corporate performance exhibits a re-

lationship between governance and organizational triumph, in a way that feeble
governance tools have bigger agency issues resulting in reduced corporate perfor-
mance (Hart, 1995; Hirschey et al., 2009; John and Senbet, 1998;Ozkan, 2007); A
progressive influence on corporate performance is attained through better share-
holder privileges (Hirschey et al., 2009); while independent boards lead to higher
corporate performance (Millstein and MacAvoy, 1998). Thus we derive the sup-
position that governance leads to organizational success from the general manage-
ment literature to projects. This trails the ideas of Biesenthal and Wilden (2014),
as well as Turner and Simister (2000) who see project governance as integral in
valuable project transfer, as well as quantitative discoveries by Wang and Chen
(2006) for governance of IT projects, and the wider discoveries by Joslin and Mller
(2015). Hence, we hypothesize:
H3: There is a positive relationship between Project Governance and

project success.
2.4 Mediating Impact of Project Governance
The governance has a direct impact on the people working in the organizations
through supervisor and it also has direct impact through indirect forces working
in the organizations (Foucault, 1991).Governance is there in every aspects of life
and it interacts with law and situational structures, but action and behavior of
people who are directly involved in teams can never be governed ( Clegg, 1994).
There are many definitions on project governance in terms of different programs
or portfolio of projects. Collaborative governance has been observed in governance
of the project (Muller & Lecoeuvre, 2014).
There is a difference between governance of project and governance of single

project in literature. Both of them have different definition as defined by Pinto
(2014).There is a complete deviation in governance in different types of project
based organizations discussed in literature such as Matrix based, Functional and
projectile organizations (Muller et al.,2014). Project governance provides a frame-
work to start, control and execute project activities and also supports project
control factors (Turner, 2006).
Information technology Governance Institute (2011) defined board members and

executive members of the organizations are responsible for IT Governance as it an
integral part of Cooperate governance. Governance in the organization aligns with
leadership to make sure that organizational structure, policies and procedures are
aligned with the strategy of the company (IT Governance Institute, 2011).
Effective governance helps project based organizations to gain success by secure,

visible and reliable information through technical environment established in the
project (Korac Kakabadse, 2001). It also enables the project manager to develop
Integerated project plans, divides responsibilities among team members, prioritize
project activities and also help management to measure project performance in-
dicators (Korac Kakabadse, 2001). The main point of Governance is that project
goals are aligned with organization strategy which helps the organization to sup-
port operations (Bygstad and Hanseth, 2010). Experimental study also shows
that performance of the project is controlled if project is aligned with the Project
governance (Chan, Reich (2007).
Performance in project management has gained more interest in literature from

the past 10 years. Improvement through processes, culture and muture approaches
towards project success has its own impact, but the improvement observed in early
1900s and early 2000s are no longer supportive in current senarios. New method
are required to improve project success. Muller et al. (2014) indicates that project
governance acts as an facilitator to support processes on organization and project
level. Model of project governance was suggested by (Althshuler and Luberoff,
2003; Crawford et al.,2008). ” It has been defined as a framework, processes and
functions which supports different activities in the projects to produce unique
service, results or products aligned with operational and strategic goals of the
organization” (PMI, 2016).
Project governance has been analyzed in 62 different articles out of which 21 arti-
cles were published in non project management journal and almost 34 articles were
published in most formal project management journals. It has been observed that
Proejct governance is required to achieve project success Biesenthal and Wilden
(2014). Project governance should flow from top level to down level Project indi-
vidual working for project Klakegg et al. (2008). Project governance is necessary
in every project to gain project success and it has been used in various areas of
project management contexts (Bekker and steyn, 2007).
Bekker and steyn (2007) have made some analysis by using Delphi techniques
where thirteen Project management practitioners and two academics participated
and as per their results it has been verified that set rules, protocols and frame-
work placed in projects are directly related with project governance and it helps
organizations to achive better performance.
Liu and Yetton (2004) suggested that the purpose of project governance is to
control projects which eventually helps to achieve project goals means project
success. Recently Project management institute (2016) discussed a lot about gov-
ernance.Project governance has been defined as ”the functions, framework and
process which helps project activities to achieve outcome, services and products
which should be aligned with company strategy and goals” (PMI, 2016).
Project governance is of a structure which fits into the management activities

and provides a clear link between project success and business strategy ( Too
and Weaver, 2014).Project governance plays an important role in defining the
strategy to improve project performance (Altshuler and Luberoff,2003; Crawford
et al.,2008;Fein, 2012).
As per Donaldson’s (2001) model of contingency theory from organizational prospec-

tive, the impact of one variable on other variable dependent on the third variable.
In most recent literature on Project management, it has been observed that use
of contingency theory has been discussed a lot since 2005 (Hanich & Wald, 2012).
The Contingency theory supports the relationship of current study between project
control and project success in the presence of Project governance.
Project Governance has an impact on two orientation of the project , Stakeholder

and project control orientation because both exists in project based organization
before starting of any phase of the project (Josline & Muller, 2016).
Project governance provides the uniform method to control the project and en-
sures that proper processes and polices are documented and communicated at
organizational level for the sake of consistent practice in running project (PMI,
2013). There are many theories supporting project governance, but agency theory,
stewardship theory, stakeholder theory are the most favorite in literature (Yusoff
& Alhaj, 2012). The reason behind these theories is to align with the model
responsible for poor or bad project governance (Hirschey et al., 2009).
After 70s in different economies problem of bad governance and their impact on
shareholders studied (Basu et, al 2007). The agency theory used in different fields
such as economics, organizational behavior and project governance. Agency theory
also explained the relationship of shareholder, leadership, workers and workplace
(Turner & Muller, 2003). The agent could be use his authority at the time of
resource distribution for the achievement of goals (Jensen & Meckling, 1976). Past
studies showed that principal and agent both issues rise due to self-interest and
own well-being to build their own worth (Mitnick, 1973).
In project management, there are two important features of project governance

such as governing single project and other one is governing the groups of project.
(Muller et, al, 2015). These two features of governance mentioned above are ac-
cording to the definition explained by PMI for individual projects (PMI, 2013).
In Past different studies of project management in the domain of Project Gover-
nance shows diverse techniques (Muller 2015). There are different ways and meth-
ods to manage the projects such as leadership, governance and trust in projects.
Technology especially used to manage the projects. (Sanderson, 2012). Project
governance studied as mediator in the relationship of stakeholders of project and
project success (pinto, 2014).
H4: Project Governance plays a mediating part between project control

and project success.
2.5 Moderating Impact of Project Leadership on

Project Governance and Project success
Leadership is an aspect of instrumental interest in organizational management

and in recent times it has gained much more importance than any other domain
of human behavior. (Geoghegan & Dulewicz, 2008). Executing technical skills
and general leadership skills to achieve project success is what makes up project
management (Gudarzi & Chegin, 2011). It has been extensively researched, but
most of leadership research is static in nature and has failed to focus on the role
on project manager (Thomas & Bendoly, 2009).
Robbins and Coulter (2007) has further commented that Project leadership style
has the ability to intrigue the interest of the subordinates by clearly working
on the objectives and task accomplishment roadmap. These leaders work with
sheer determination and go an extra mile to get the results with the support
of their team members. Ergeneli, Gohar and Temirbekova (2007) stressed that
transformational leadership concepts are perceived to be most effective because
they have broadened the leadership spectrum by identifying the elements that
motivate employee behavior.
Morgan (2012) has asserted that there are various studies that have ignored the
importance of project manager’s leadership traits that are essential for projects
growth. The project success is directly related to the tenure of the project Muller,
Geraldi, and Turner, 2012; Scott-Young and Samson, 2008).Furthermore in order
to measure the performance of leadership style various studies have been con-
ducted by various researchers. Leadership Practice Inventory (LPI) developed
by Posner and Kouzes (1988) provides comprehensive approach for looking into
transformational management style in organizations.
The average rate of project success is 34% (Manahey & Lederer, 2011), but the
real indicator of successful project is based on the dedication of the project man-
ager and his or her soft skills which boost up the success up to 97% (Kendra &
Taplin, 2004). Most recently, Sommerville & Craig, (2010); Reid, (Spring 2011)
and Patanakul, Shenhar & Milosevic, (2012) emphasis on the role of the project
Manager. Inadequate skills and capabilities of project manager are the causes
of shortcomings in Project implementation Patanakul & Milosevic, 2008; Bauer,
Richardson, & Marion, 2014; Pant & Baroudi, 2008).
There are many studies which focuses on the Project strategies on project success
followed by neglected and incompatible project strategy such as over budget, over
time, scope creep and objectives which are agreed with the customers are not met
etc) (Al- Ahmad, et al., 2009; Elonen & Artto, 2003). Some intellectuals have
also studied about the tools used in project management which could be most
valuable to project accomplishment (Besner & Hobbs, 2012; Ling, Low, Wang, &
Lim, 2009).
In Project management there are three important perspectives which leads the
project towards success and that is roles, Strategies and tools. The primary ques-
tion of this study includes all these three factors in terms of project manager’s
role and the strategy which will help the project manager to get success in the
particular project.
In order to ensure that the best is achieved from a project it is pivotal that
the project manager should have sound knowledge and competency of the project.
Projects are designed in a way that helps organization align its long term goals and
purposes so that it could be attained. Crawford (2005) asserts that the aptitude
of the project lead is defined by the understanding, information and skills that the
person puts in to get the task done. Moreover it is also known by the behavior
exhibited by the individual which encompasses his ability of how the work has to
be done. Furthermore the degree to which the work is completed conforming to
the workplace standards set also defines his competence with respect to Project
management (Crawford, 2005, in Bredillet et al., 2015, p. 255).
The entire discussion sheds light on the fact that the competence of the project
manager is marked by the proficiency of the individual and how well he would be
able to lead the project toward completion and within the time line defined and
the bench marks standards set. In short the skills, knowledge and competence of
the agent highlights his capability to lead the project. (Bredillet, 2015).
Crawford (2005) clearly highlights that there are main 2 hallmarks that define
the competency of the agent. It is the knowledge base/Information the project
manager possesses. The knowledge is gained could be from PMBOKGuide (project
management Body of Knowledge Guide) and the practice followed through the
standards set. These standards are industry practice standards and ought to be
followed. The Australian National Competency Standards for project management
are defined as the finest (Crawford 2005).
Leadership is one of the hallmarks that the project manager should possess and
this should be proven by the way the team is managed and lead. The leader has
to set an example that will help the team in attaining the goals. The leader has
to be a role model and look for ways on how the team is organized. They are
the ones to communicate the concerns to the higher management. A leader has
certain responsibilities that he ought to fulfill and in all the cases he has to be
responsible so that this sense of responsibility and ownership is transmitted to the
subordinates.
Personality traits define an individual’s professionalism and every profession has

different types. The Myers & Briggs Foundation (2015) mentions that there are
overall 16 diverse personality types where four opposing personality qualities are
combined in different ways. The way that a person observes and looks at others
shows if he is an introvert or extrovert (talkative).How cleverly a person puts the
knowledge to use defines how his judgement is based on the facts or looks for
intuitive options. His way of thinking defines his personality too. All these traits
including personality, thinking, judgement and decision making are found both in
a leader and project manager. These personality traits inculcate both good and
bad qualities.
The project manager is responsible for attaining the goals of the project within the
specifications defined including the financial feasibility, time frame etc (Rahman
et al., 2008). Rahman et al. (2008) carried out an extensive research for various
professions, contractors, public and private organizations of different ranks in 3
countries (China, UK and Oman) where they were able to ascertain the best and
least skills of a project lead. The survey results clearly marks that the project
manager is the one who is responsible for project deliverance and meting the goals
defined.
Sumner, Bock and Giamartino (2006) ran a research in IT projects by using Project
leadership approach put by Posner and Kouzes (1988). They have summarized
that all of the five leadership practices measured through LPI were found statis-
tically important with project’s growth. Moreover previous studies have shown
positive and unfavorable relationships between Project management style and dif-
ferent aspects of project success, such as, R & D projects (Keller, 2006), struc-
tural projects (Yang et al., 2011, 2013likelihood of project success (Prabhakar,
2005; Thite, 2000).Moreover, Bass and Riggio (2006) stated that transformational
leadership activities is crucial for project success in any culture or setting.
Similarly, O’Donnell (2010) ran another research to examine transformational

project leadership actions in six different large organizations of America. Accord-
ing to the research Project leadership action measured through LPI were directly
linked with internal and external project success components. Moreover, project
managers’ leadership style has been an effective tool for the project success in west-
ern countries (Geoghegan & Dulewicz, 2008; Kissi et al., 2013; Mller & Jugdev,
2012; Mller & Turner, 2010; Turner et al., 2009) yet the studies related to devel-
oping countries, especially Asian countries are rarely found in comparison with
advanced countries (Takahashi et al., 2012; Lo, 2011). Therefore, the study is an
attempt to examine the direct and indirect effect of Project leadership with top
organization support on project success aspects in Pakistan and to know whether
Project leadership occurs in the same direction in Pakistan as had been discussed
in advanced countries.
The project manager needs to be vigilant and shrewd in decision making and has to
consider the external influences too. The project manager should have adequate
information and prior experience in the relevant field. Moreover the technical
proficiency and ability to influence budget variation is ranked low .This criteria
creates a connection between the project execution and project success (Rahman,
Miller et al. 2007).
With the latest advances in the spectrum of Project management there are in-
stances where many of the projects have failed. Project failures are exhibited
more than project success (Schmidt, Sarangee & Montoya, 2009; Zwikael & Smyrk,
2012). For example The Standish Group (2001) ran a survey on small, medium
and large organizations in the USA particularly in IT sector with particular ref-
erence to the role of project managers. The survey showed that less than 25% of
projects succeeded and 76% of the projects had failed or not delivered upto the
mark.
Projects’ success has two dimensions. One deals with the success of short-term
goals, i.e. the project is completed within the constraints of time, cost and scope,
whereas, the second view deals with the accomplishment of project outcome (Lim
& Mohamed, 1999). In contrast to the passive Project leader, active leadership
along with emotional intelligence has a positive impact on successful delivery of
the projects (Zhang, Cao & Wang, 2017). Furthermore, Supervisory leadership
and clear definition of roles and responsibilities along with continuous monitoring
optimistically affects the successful delivery of projects (Rezvani, Dong & Khus-
ravi, 2017) and the latter also satisfies the employees who are in quest of feed-back
and assist the leader to give incentives as per the feedback results (Lam, Huang
& Snape, 2007).
Thite (1999) concluded that Project leadership with technical leadership is pos-
itively related with projects’ success especially in IT projects where outsourcing
the modules is also made. Moreover, task-focused leadership positively influences
the project success (Booms, Curseu & Oerlemans, 2016) and along with the knowl-
edge sharing attitude of the employees, it contributes toward the organizational
creativity (Hussain, Abbas, Lei, Haider & Akram, 2017). One of the important
knowledge areas of project management literature is the scope control that focuses
on delivering the only work needed. Leaders help the followers to be aligned with
the goals and deliver the stated work as per requirements (Bryant, 2003).
Numerous scholars have concluded that the Project leader negatively influences
the projects’ and teams’ performance. Pieterse, Knippenberg, Schippers and Stam
(2010) pointed out that the outcome leader focuses on the in-role performance of
the followers and pessimistically affecting the novelty in ideas of team members.
This effect is not in compliance with the projects’ primary characteristic of unique-
ness. Leader encourages the bargain relationship among the leader and followers
and the latter are extrinsically motivated, consequently negatively affecting the
entrepreneurial behavior of the firms (Afsar, Badir, Saeed & Hafeez, 2016), there-
after negatively affecting the objective performance of employees (Yammarino,
Spangler & Dubinsky, 1998; Lowe, Kroeck & Sivasubramaniam, 1996).
In IT industry there is a concept of virtual teams that are negatively affected

by Project leadership if the communication medium is not up to the optimum
level (Huang, Kahai & Jestice, 2010), yet, affecting the overall success of the IT
projects, thereafter, was proposed by (Zhu & Kindarto, 2016) that one of the
major cause of challenges faced by Government in IT projects is the selection
of leadership. Researchers have proved that the leadership style of the manager
directly correlates with the projects’ success (Muller & Turner, 2007), thereafter
was proved by (Joslin & Muller, 2015; Sirisomboonsuk, Gu, Cao & Burns, 2017)
that project governance significantly affect the projects’ success rate, and type of
project also have a momentous impact on the leadership style (Yang, Huang &
Wu, 2011; Musawir, Serra, Zwikael & Ali, 2017) and every level of leadership have
different impact on projects and technology management (Medcof, 2017).
The Standish Group had the survey done after every two years and in 2009 the
results showed that only 32% of the projects had succeeded, 44% were in a chal-
lenging position and 24% had completely failed. A study was conducted by Gart-
ner Group from 1999 to 2002 in USA to define the success or downfall of various
projects. It was found that 25% of projects had failed. (Stewart, 2003).
The importance of leadership cannot be denied in any form of organization and it

has been discussed a lot in the past, but in project based organization research on
leadership has still some GAPS (Turner and Mller, 2005; Sderlund, 2011). There
are still many contextual settings of the project which still needs to be explored
(Turner & Mller, 2005). The study on Project leadership reflects different results in
Project based organization (Keegan & Den Hartog, 2004).Moreover in Literature
we found that successful project is only because of Good Project Leadership but
team specific leadership and different apparatuses are still not explored yet (Avolio,
2009).
The Hyvri (2006) research discusses different organizational situations, and the
growth of projects includes
1) The organizational setting in project management

2) Crucial success
components in project management, and 3)link between organizational setting

and success reasons. The purpose of the study of Hyvari was to assess the critical
success factors in project management and to ascertain their relationships with

organizational components and crucial success factors are given importance with
different success factors in different project stages (Hyvri 2006).
Hyvari (2006) highlighted that managers having a longer corporate exposure are
able to develop a stronger and long lasting bond with their final users.Some of
the issues that are likely to persist include ensuring task synchronization, effective
leadership mechanism, feedback evaluation and having a complete trust on the
subordinates or team members.
The assessment of work development in the project work phase is linked to the
physical nature.This physical dimension, unlike the weighted landmark and the
percentage complete, can be related clearly to the completion of the task. In short
a specific dimension with the cost or efforts undertaken should be marked and
agreed upon before.(Project Management Institute 2011).
Massingham (2010) distinguishes risk management as an ongoing process with the

goal of identifying, assessing the known risks of a procedure. It also highlights
effective risk mitigating approach to reduce the damage to stakeholders, external
environment and other sources associated with it. It is an important aspect of good
corporate governance and includes risk examination, assessment and mitigating
approach.
Piccolo and Colquitt (2006) also studied the GAP of leadership in Literature and
stated that leadership role in project management is not well analyzed. The re-
lationship between project success and Project leadership as a moderator is also
one of the missing factor in literature.Den Hartog and Keegan (2004) observed
some mixed outputs while researching on Project Leadership in Project manage-
ment. On the basis of their research they have also recommended to study more
on project leadership as different variables and conditions in the project can have
different impact on the project success. Avolio et al (2004) also stated that there is
a need to explore more on project leadership and their further impact on different
work behaviors.
In this study our core focus is towards project leadership, but it has also been
observed that team focused leadership is one of a style carries in project managers.
They are team focused and build affective teams for successful project deliveries.
Project managers also increase team cohesion and bring more improvements in
the project by Interacting more with project team members. Kozlowski and Ilgen
(2006) studied that different attitude and a behavior at workplace is only an
because of project leader, who plays an important role in building teams within
projects and encourage them to implement full control on project deliveries.
In most recent research it has been observed that project manager with good
behavior can play key role in the successful projects (Zwikael & Unger-Aviram,
2010). A satisfactory relationship with the project leadership helps the individuals
working in the project to build their confidence level and also encourages them to
produce high level results.
Project Leadership adopts team spirit in team and strong interpersonal ties, which
assist in circulating ideas and bringing out intellectual capabilities of employees in
different projects, team focus Leadership develop the follower ability to manage
themselves. Such environment is then strongly in favor of successful project com-
pletion (Burke et al., 2006). Project based organization were often found in field
of construction and engineering in past, but now organization are involved in dif-
ferent types of developmental projects. But still the criteria for success of project
is still a puzzle, because in construction and engineering projects it is objective
and measurable, but in other projects like IT and others it needs to be studied
from the perspective of clients and other stakeholders (Diallo & Thuillier, 2005).
Now project success can be defined as satisfying the demands of all stakeholders
of the project within time, quality and in cost effective manner (Khang & Moe,
2008).
As discussed earlier the role of project manager is critical to project success, the
behavior will determine the successful criteria for project completion (Zwikael &
Unger-Aviram, 2010). Project managers set the directions of the project and
contribute to the success of project in multiple manners. Like the subordinate will
set their objective and will advance in carrying out work. Followers of Project
leadership also surpass the expectations regarding their performance and do their
jobs in cost and time effective manner with high quality (Burke et al., 2006). On
the base of previous literature and current argument the following hypothesis is
proposed;
H5: Project leadership moderates the relationship between Project

Governance and project Success.
2.6 Theoretical Frame Work
Figure 2.1: Hypothesized
2.7 Research Hypothesis
Hypothesis Statements
Hypothesis 1:
There is a positive relationship between Project control and Project Success.
Hypothesis 2:
There is a positive relationship between Project Control and Project Governance.
Hypothesis 3:
There is a positive relationship between project governance and project success.
Hypothesis 4:
Project Governance plays a mediating part between project control and project
success
Hypothesis 5:
Project leadership moderates the relationship between Project Governance and
project Success.
Chapter 3
Research Methodology
This Chapter focuseson the methodology used to analyse the connection between
Project control, Project governance, Project leadership and Project success. It
covers different procedures and methods for data analysis including research de-
sign, Population and samlple size, and instrumentation etc.
3.1 Research Design
Research design is a frame work which is used to gather the data of research ques-
tions. According to Andrew B Kirumbi (2018), research design is the set of pro-
cedures and methods used for data analysis of different variables used in research
model. Research design defines different types of studies which includes hypoth-
esis, independent and dependent variables, research model, correlation analysis,
regression analysis, data collection methods and research problems. We will anal-
yse the data through theses studies in our research.
3.1.1 Type of Study
This study will analyse the behaviour of project control on project success and
will further explore the impact of project leadership and project governance on
project success. It will also gives an idea that how project leadership can influence
40
Research Methodology 41
project governance and how it will help project manager to gain successful project
delivery.
3.1.2 Study Setting
Employees working in telecom sectors and software houses were contacted and
questionnaires were collected during their working hours. The most important
part of this study is that, employees working in PMO,s of their organizations were
contacted for research analysis on the variables selected.
3.1.3 Time Horizon
Questionaries’ were distributed in between April 2018 till June 2018 and responses
were compiled in the mid of June 2018.
3.1.4 Unit of Analysis
Unit of analysis were limited to the people working in PMO departments of telecom
and software houses. Research survey was also uploaded on the work portal in
Telenor for further feedback from the people working on different projects.
3.2 Population and sample size
Methodology deals with data collection techniques along with population and sam-
ples. IT also highlights measurement and instrument reliability analysis. The data
were collected for purpose to look the Project Control impact on project accom-
plishment and facilitating role of Project governance and controlled role of Project
leadership sharing in project based organizations in context of telecom sector and
software houses in Pakistan for their internal and external customers.
Questionaries’ were distributed in between April 2018 till June 2018 along with
responses. For the purpose of this study Management were informed before time
also few interviews were conducted with PMO Heads for further analysis on the
data. Total Four variables of study including Project Control, Project Governance,
Project leadership and Project success were discussed and related questionnaires
on this study were distributed among 400 individuals through google Question-
naires form/ printed questionnaire’s and almost 365 filled questionnaires were re-
ceived back. Among those 280 responses 246 completely filled questionnaires were
screened out with valid response.
3.3 Sampling Technique
Analyzing data from the whole population is not possible in every type of research
because population is almost infinite. In Research proper sampling of data is
required to analyze the results, Population from small subsection is known as
sample which can be drawn by probability or nonprobability technique (Hair,
2015).
People working in Project Management office were contacted to analyze the data
by using convenience sampling technique, a specific type of nonprobability sam-
pling method which relies on data collection from the population members who are
conveniently available to participate in the study. The sample size is almost 400
and convenience sampling is used to collect responses. Total 400 questionnaires
were distributed and 246 questionnaires were considered for analysis. The data is
composed from project based organizations specifically project management office
department working on multiple projects. Moreover, we used different modern
techniques to fill out the questionnaires through workplace established within the
organization where questionnaires were uploaded for further responses. According
to (Hair, 2015) explains that collecting sample from the population is a procedure
which researcher used for his study for specific objective from population of at-
tention. Author visited the organizations and explained the purpose of this study
and also assured that this data will specifically be used for the research only.
3.4 Instrumentation
Questionnaires used in this study were recently used in top tier journals for recent
studies, the details of scale u2sed in present study for the variables Project control,
Project Governance, Project leadership and Project success are presented below.
Close ended questionnaires will be used to measure the analysis on four vari-
ables referred as five Likert scale from ”Strongly Agree to Strongly Disagree”. 1=
Strongly Agree, 2=Agree, 3= Neutral, 4= Disagree, 5= Strongly Disagree. These
variables will be utilized from divers’ source.
3.4.1 Project Control
Project Control variable represents as a independent variable in this study. It

had 8 items which describes the project control variable. Questionnaire devel-
oped by Iacovou, Charalambos L., Ronald L. Thompson, and H. Jeff Smith in
2009. A Five-Point Likert scale was utilized, extending from 1 (’strongly agree’)
to 5 (’strongly disagree’).The Sample objects are your company board frequently
obtains IT performance reports demonstrating the worth of IT from a business
driver’s viewpoint (client service, rate, agility, value, etc.). The end users are
pleased with the value of the IT service provided.
3.4.2 Project Governance
Project governance scale developed by Wang, Nianxin, Huigang Liang, and Wei-
jun Zhong (2012). It had 10 items which describes the project governance vari-
able. A Five-Point Likert scale was utilized, ranging from 1 (’strongly agree’) to
5 (’strongly disagree’).The Sample items are I am occasionally asked to sacrifice
stakeholder contentment for the accomplishment of financial objectives. Con-
stricted formal control of most operations by means of sophisticated control and
information systems.
3.4.3 Project Success
Project success scale developed by Kuen, C. W., Zailani, S., & Fernando in 2009.
It had 14 objects which measure the project success variable. A Five-Point Likert
scale was used, extending from 1 (’strongly agree’) to 5 (’strongly disagree’).The
Sample objects are the outcomes of the project have directly benefited the intended
end users, either through growing efficiency or effectiveness. The project has
directly led to enhanced performance for the end user/target beneficiaries.
3.4.4 Project Leadership
Project leader scale developed by Wang and Howell (2010). It had 14 objects
which measure the project success variable. A Five-Point Likert scale was used,
extending from 1 (’strongly agree’) to 5 (’strongly disagree’).The Sample objects
develop team attitude and spirit among team members. Gets the team to work
together for the same goal.
Table 3.1: Instrumentation
Variable Sources Items
Project Control H. Jeff Smith ,( 8 Items

2009)
Project Governance Weijun Zhong, 10 items
(2012)
Project Leadership Wang and How- 14 items
ell ,(2010)
Project Success C. W., Zailani, 14 items
S., &Fernando
,(2009)
3.5 Data Collection Technique and Time Frame
Close ended questionnaire were distributed among individuals to collect data. Al-
most 400 questionnaires were distributed in telecom sector and software houses
and 280 responses were receved with response rate of 70%. 34 srveys were dis-
carded due to some missing data and 246 responses were finally used for further
analysis.
3.6 Data Analysis Tools
To analyse the data collected through questionnaire, the software of SPSS was
used. The data has been tested for examining the correlation and regression.
To evaluate how independent variable is connected with the dependent variable,
correlation analysis is used. While regression is used to examine that how much
change in independent variable caused change in dependent variable. Hierarchical
regression analysis is used in case of multiple factors that may result in variations
in the causal relationship.
3.7 Analytical techniques and tool used
SPSS software pack was used to gather all statistical calculations. Cronbach,s
alpha was calculated to measure the internal reliability of the scale. Regression,
mediation and moderation analysis were processed through Hayes (2012) process.
3.8 Sample Characteristics
The table below represents sample characteristics of Gender, Age, qualification

and Experience. Analysis represents different values which can be seen in the
mentioned tables.
Table 3.2: Demographic Characteristics
Frequency Valid Cumulative

Percent Percent
Gender
Male 165 67.1 67.1
Female 81 32.9 100
Age
20 -25 years 106 43.1 43.1
25- 30 years 105 42.7 85.8
30- 35 years 28 11.4 97.2
35- 40 years 7 2.8 100
Qualification
BS 81 32.9 32.9
MA/MBA 97 39.4 72.4
MS 68 27.6 100
Experience
1-5 years 172 69.9 69.9
5-10 years 58 23.6 93.5
10-15 years 9 3.7 97.2
15-20 years 7 2.8 100
Responses were received from the employees working for telecom and software
sector in Pakistan. Total 246 responses were considered for the analysis among
these respondents, 43.1% from 20 to 25 years of age, 42.7% were from 25 to 30
years of age, 11.4% were from 30 to 25 years of age, 2.8 % were from 35 to 40 years
of age. It has been observed that most of the respondents were young with 16 years
of education, 32.9 % with BSc degree, 39.4 % with Master’s degree, 27.6 % with
MS degree. Almost every single individual who were involved in the analysis were
educated enough for his/her job role. 69.9 % were from 1 to 5 years of experience,
23.6 % were from 5 to 10 years of experience, 3.7 % were from 10 to 15 years of
experience, 2.8 % were from 15 to 20 years of experience. Their involvement in

the research was really helpful.
3.9 Reliability Analysis
The table below shows the Chronbach’s Alpha; it is the degree of internal consis-
tency and reliability. Coefficient alpha value must exceed the minimum standard
of 0.70 levels to provide good estimates to retain the items (Nunnally & Bernstein
1994).
Table 3.3: Reliability measurement
Variables No. of Cronbach’s alpha ()

Items
Project Control 8 0.814
Project Governance 10 0.755
Project Leadership 14 0.855
Project Success 14 0.837
Reliability test scale refers to degree where test results are consistent and are stable
to analyze what is expected from measurement. If similar results are obtained
under consistent conditions then reliability is set to be high for measurement.
Reliability scale is a common test which is used to measure the validity of the scale
used for research. Cronbach Alpha considered as a scale for reliability measurement
with value starting from 0 to 1. Higher the value of Alpha means higher the
reliability of the scale. Correlation among internal variables can also be measured
through Cronbach Alpha. Mostly Alpha values more than 0.7 are considered to
be reliable whereas lower value indicates lower reliability of the scale used for
research. Table 3.3 gives completed details of Alpha Coefficient. Project control
Alpha is .814 with 14 items, Project Governance Alpha is 0.755 with 10 items,
Project leadership Alpha is .855 with 14 items, and Project success Alpha is .837
with 14 items. All scales used for this research shows higher reliable values.
Chapter 4
Results
4.1 Descriptive Statistics
Descriptive statistics table is the basic representation of the data collected and
analyzed in this research like sample size, standard deviation and the mean value
of the records. Descriptive statistics also represent large summation of data into
organized and summarized form. The details of data assembled under this research
study are shown below in the table 4.1.
Table 4.1: Descriptive Statistics
Variables Sample Size Min Max Mean Std.

Devia-
tion
Project Control 246 1 5 3.63 0.81
Project Governace 246 1 5 3.56 0.51
Project Leadership 246 1 5 3.48 0.53
Project Success 246 1 5 3.51 0.51
48
Results 49
Variables names are in first column, the second column contains the sample size of
the study, and third column shows mean calculation for the collected data. For all
four variables 5 liker scale ranges from 1 to 5 used. The independent variable i.e.
Project control has a mean of 3.63and a standard deviation of 0.81. The dependent
variable Project success shows standard deviation and the mean values .351 and
0.51 respectively. The mediator of this study, Project Governance mean of 3.56
and a standard deviation of 0.51 whereas the moderator of the study, Project
Leadership has these values as 3.48 and .53 respectively.
4.2 Control Variables
In recent studies it has been observed that Age, gender, qualification and experi-
ence have a great influence on work behavior in organizations (see, e.g., Tu & Lu,
2013). Table 4.2 represents results of ANOVA where qualification and experience
were found significant for Project success.
Table 4.2: Control variables for Project Governance(ONE WAY ANOVA)
Control Variables F Sig.
Gender .001 .979
Age .629 .597
Qualification .840 .433
Experience 1.165 .324
Sig. level p< 0.05

Results 50
Table 4.3: Control variables for Project Success(ONE WAY ANOVA)
Control Variables F Sig.
Gender .322 .571
Age 1.935 .125
Qualification 13.771 .000
Experience 3.051 .029
Sig. level p< 0.05
4.3 Correlation Analysis
Correlation analysis is between two variables specified by level of significance with

positive or negative signs. Table 4.3 explains the correlation between variables with
level of significance represented by negative or positive signs. Variables moving in
the same directions are represented by positive signs and variables moving opposite
directions are represented by negative signs. Coefficient value lies between +1.00
to -1.00. In case of Zero value there is no correlation between variables.
Project Control was found positively and significantly correlated with Project
governance where (r=.131, p<.04), Project Control is highly significantly cor-
relate d with Project leadership where (r=.315**, p=.000), Project Control is
also highly significantly correlated with Project success where (r=.284**, p=.000),
Project Governance is highly significantly correlated with Project leadership where
(r=.684**, p=.000), Project Governance is highly significantly correlated with
project success where (r=.428**, p=.000), Project Leadership is highly signifi-
cantly correlated with project success where (r=.627**, p=.000).
Project Control was found positively and significantly correlated with Project gov-
ernance where (r=.131, p=.04), Project Control is highly siginificantly correlate
Results 51
Table 4.4: Correlation Analysis
1 2 3 4
01-Project Control 1
02-Project Governance .131* 1
03-Project Leadership .315*** .684*** 1
04 Project Success .284*** .428*** .627*** 1
∗ ∗ ∗p < .001; ∗ ∗ P < .01; p < .05
d with Project leadership where (r=.315, p=.000), Project Control is also highly
significantly correlated with Project success where (r=.284, p=.000), Project Gov-
ernance is highly significantly correlated with Project leadership where (r=.684,
p=.000), Project Governance is highly significantly correlated with project success
where (r=.428, p=.000), Project Leadership is highly significantly correlated with
project success where (r=.627, p=.000).
4.4 Regression Analysis
Regression analysis specifies the degree to which a resultant variable is reliant

upon the predictor variable. It assists in giving the basic understanding of the
fact that how value of conditional variable alters when a variation occurs in one or
more independent variables. So it elucidates the informal affiliation between the
variables while correlation analysis just describes the association between variables.
The regression process is performed by distinct tools (for example, Baron & Kenny,
1986) but here for the sake of accessibility and ease of the study, Hayes (2008)
process method is utilized for examination and analysis.
According to Hayes (2008), Baron and Kenny (1986) method is outdated because
it imposes a condition of total effect of causation for mediation while in some
researchers’ point of view, it is not necessary and even a hindrance in the way of
gauging true impact (Preacher & Hayes, 2008; Preacher, Rucker & Hayes, 2007).
According to these researchers, the indirect effect through mediation is also pos-
sible even if no clues of direct effect between predictor and outcome variables are
found. Moreover, as the data in social sciences is always problematic due to the
Results 52
situation, nature and context of respondents so the bootstrapping technique for

mediation in Hayes (2008) process method increases the like ability of realistic
results because the sample is divided into many small bits and pieces and analysis
is run on those smaller sized sub samples.
Tables 4.4 4.5 indicates the results of regression analysis completed through Hayes
(2008) process method.
H1. There is a positive relationship between project control and project

success.
The results of the Table 4.4 shows that Project Control has significant Impact on
Project sucess (β = .172, t = 4.499, p = .000), so the first hypothesis is accepted.
H2. There is a positive relationship between project Control and Project

Governance.
The results of the Table 4.4 shows that Project control has highly significant impact
on Project governance (β = .083, t = 2.064, p = .040), so the second hypothesis
is accepted as well.
H3. There is a positive relationship between Project Governance and

project Success.
The results of the Table 4.4 shows that Project control has highly significant impact
on Project governance (β = .433, t = 7.847, p = .000), so the third hypothesis is
accepted as well.
Results 53
Table 4.5: Regression Analysis with Direct Effect of Project Control on

Project success

According to the results reflected by table 4.5, it is evident that the mean indirect
effect of inclusive leadership on innovative work behaviour through the mediation
of Project governance is significant. The bootstrapping values are .0013 to .0738
with a 95% confidence Interval excluding zero. These results suggest sufficient
support that Project governance completely mediates the relationship between
Project control and Project success. Hence the second hypothesis is accepted.
Results 54

According to the results reflected by table 4.5, it is evident that the mean indirect
effect of inclusive leadership on innovative work behavior through the mediation
of psychological safety is significant. The bootstrapping values are .03 to .07 with
a 95 % confidence Interval excluding zero. These results suggest sufficient support
that Project governance completely mediates the relationship between Project
control and Project success. Hence the second hypothesis is accepted.
Results 55
Table 4.6: Regression Analysis for Mediation by Barren & Kenny(1986)
Table 4.7: Regression Analysis for Mediation Hayes Approach
H5. Project leadership moderates the relationship between Project

Governance and project Success
Finally results from Table 4.6 supported Hypothesis 5 which claimed that Project
leadership moderates the relationship between Project governance and Project
success (B = .088, t = 1.477, p =.141). So the hypothesis 5 is rejected.
Results 56
Table 4.8: Regression Analysis for Moderation
We found Moderation behavior insignificant in our study is insignificant.

Results 57
4.5 Hypothesis Results
Table 4.9: Hypothesis Results
Hypothesis Statements Results
H1: There is a positive relationship be- Accepted

tween project control and project
success.
H2: There is a positive relationship be- Accepted
tween project control and Project
goverenance.
H3: There is a positive relationship Accepted
between project governance and
project success.
H4 Project Governance plays a Mediat- Accepted
ing role between project control and
project success
H5 Project leadership moderates the re- Rejected
lationship between Project Gover-
nance and project Success.
Chapter 5
Discussion and Conclusion
This chapter will focus on the outcomes of the study and analysis which have been
discussed in the previous chapter. Further detailed analysis will be summarized
and will be compared from previous studies to explain the importance of current
study. Impact of different variables selected for this study will be summarized
in detail and future studies against these variables will also be suggested in this
chapter.
5.1 Discussion
It has been observed through our study that project control is positively related
with Project success. Project managers place different set of controls to measure
project performance and project activities. Different variables including team
performance, assigned task and multiple attributes associated with project suc-
cess such as cost, time and Scope the most important factor of any success of the
project is a core consideration. If all of these variables are controlled in the project
then successful delivery of project goals is possible. Project Control variable con-
tains multiple performance measuring factors in project management such as risk
assessment, Planning, Scheduling, Quality and scope management but commit-
ment, coordination and competences of individual working in the project are also
the key factors of project success. Kerzner (2009) on the other hand has further
58
Discussion and Conclusion 59
worked on the definition that defines the success of projects. It includes ensur-
ing completion of the project within the stipulated time and the defined financial
agenda. Other elements include customer willingness, variation in the scope and
uninterrupted flow in the organizational work. Some common elements that set
well known metrics include agendas touched, percentage used, equal units and
project percentage completed (Belassi & Tukel, 1996).
Every single project is allocated with some budget and it is the responsibility
of the project manager to utilize project cost within budget. Budget limits are
changed unrealistically through the project lifecycle and by the end of the project
enhances the whole cost. Project manager should set budget targets in order to
avoid this sort of situation. Scheduling multiple project activities and managing
quality standards throughout the project is only possible if set of different project
controls are in place.
Agency theory also supports the relationship of Project control and project success.
As per agency theory employment relationship built when one party (principle)
hires another party the agent to perform relevant tasks in the project (Baiman
1982). Theory also suggests that type of contract between principle and agent may
impact the project success (Eisenhardt 1989). It further explains that project con-
trol, conflict management, avoidance and privately held information may impact
the project success (Kirsch 1997; Keil, Mann and Rai 2000). Hence this study
concludes our first hypothesis as (H1: Project Control is optimistically related to
Project Success).
In this study we have observed that project control has highly significant impact
on project governance. Culture of the organization really matters a lot in the
delivery of any project. Different roles and responsibilities are assigned to finish
project activities. If project controls are not in placed then chances of failure is
high. In previous literature internal project controls have been discussed by many
authors but their impact on project governance was not discussed in detail. The
most important task for any of the project manager is to achieve the objectives
of the project and that is only possible through governance frame work in placed
in project. Project governance as mentioned above provides the framework which
not only aims the objectives of the company but also helps the project manager
to achieve project milestones.
Clear understanding of the performance indicators in project lifecycle is necessary

because it helps to assess the governance framework, procedures, tasks and poli-
cies. Turner also supports the performance indicators and their impact on project
governance. Project control refers to set of controls with respect to quality, budget,
scope, risk assessment and other performance indicators which stay under control
through project governance. Hence we can also conclude our second hypothesis
as H2: (There is an optimistic association between project Control and Project
Governance).
Agency theory holds true in case of corporate governance elucidating the firm as
a set of contract and the info perspective of governance (Clarke, 2008), the infor-
mation perspective of governance (Muller, 2011). Ralf Muller shares a definition
where he believes that governance is associated to projects, portfolios and project
management and all these exist in the corporate governance framework. It entails
the procedures, guidelines, value system and delegation of responsibilities that
make it likely for projects to accomplish the organizational objectives. It further
ensures that it is implemented in a way that works in the significance of the entire
stakeholder, internal and external” (Muller, 2009, p.4). As per the results from
our analysis it has been observed that is highly significant on project success.
The outcomes indicate that Project Control has a positive impact on Project
success which advances empirical care to the views of various studies that have
advocated that strong project controls supports effective Project governance. Also
Project Control has positive effects on all three dimensions Project governance,
Project Leadership and Project success.
Effective Project control leads towards project success. The stronger the Project
monitoring of the system the more would be the success rate. It also depicts that
right resource should be available for project governance that will consequently
provide full support toward project success. Our findings supported that the
hypothesis Project governance is a mediating factor between project control and
project success. The confidence intervals have same signs proving the mediation
of project governance. Strong Project Governance with good check and balance
criteria is contributing more towards successful delivery of the projects and it is
also observed during the data collection by the Author.
We can conclude our hypothesis as (H3: Project Governance is positively impacted

by Project success) and (H4: Project governance plays a mediating role between
project control and project success). Our fifth hypothesis in this study has been
rejected, but in literature it has been observed that Project leadership plays an
important moderating role between project governance and project success. This
was little shocking in the beginning but we have made several interviews with
top management in telecom and software houses to figure out the reasons behind
rejection.
Most of the team members have explained that it is due to the culture of the orga-
nization plus most of the projects are follow fast pace methodologies for finishing
project task such as dev ops model and agile project management where project
activities are delivered through different sprints. This approach doesn’t require
full attention from management. Team members are trained enough to fulfill their
responsibilities.
In Project based organizations Matrix structure is being followed for project deliv-
eries where employees from different different departments are engaged for different
tasks on the project. On the other side different people have informed that they
don’t get much benefits from project manager if they gain their trust in the project.
Most of the times they don’t get full acentives in the project. After making several
interviews it has been observed that project leadership doesn’t have any impact
on project governance and project success. 5.2 Theoretical Implications
The present study seeks to extend the literature of project control by studying
the impact on project goverenance and project success. Different studies were
conducted on project success where performance parameters were determined but
project control as a whole and project governance as a whole still considered the
most influencial part of project management literature. There is a lot of research
required in project management as it is being considered as a gray area at the
moment. Project leadership is another aspect of project management where the
impact of leadership styles on different variables have been studied, but in this
study we have focused only on project leadership and its moderating impact on
project goverenance and project success were also measured.
Agency theory has been used to explain the relationship in different fields such as
information systems (Mahaney and Lederer, 2011), social sciences (Shapiro, 2005)
and recently it has been used a lot in project management (e.g., Forsythe et al.,
2015; Ceric, 2012) and supply chain management (e.g., Zsidisin and Ellram, 2003).
Khang and Moe (2008) have focused a lot on critical success factors in projects
through the project life cycle. Three parameters have been discussed a lot in this
study such as time, cost and scope, but for future studies some other performance
factors can also be discussed and analyzed. In future studies the impact of project
control on the behavior of employees working in project based organization can also
be measured. Present study focused on IT related projects running in telecom and
software houses which can raise further questions on this study. Future researchers
are encouraged to extend their research on projects with different sectors.
5.2 Practical Implications
Our study provided several implications of project control over project success.
Initially project leadership was defined as a moderator in the study where positive
impact on project success was discussed in details in the literature. As per further
analysis on the survey it was found that project leadership does not make any
further impact on the project success. It is always be the culuture established
through project governance enhances the chances of project success. If proper
governance is in placed then Project success is possible. It has also been observed
that most of the employees working in the organizations are familiar with their
work responsibilities and can produce better results in the project.
Project Manager has to deal with all the aspects of the project and his core focus
is towards successful delivery of the project. There are many stakeholders involved
in the project performing multiple activities, different factor such as conflict man-
agement, contract negotiation, cost management, scope management can cause
major issues and can put the project on stake.
Project Governance plays a vital role with mediating impact on project control and
project success. Project controls can be managed through proper governance and
both of these factors, if are controlled then project success is possible.Successful
deliveries are only possible if every individual working in the project understand
his or her responsibilities. The main point of Governance is that project goals
are aligned with organization strategy which helps the organization to support
operations (Bygstad and Hanseth, 2010). Experimental study also shows that
performance of the project is controlled if project is aligned with the Project
governance (Chan, Reich (2007).
5.3 Strengths
Data was collected from different telecom software companies operating in Pak-
istan. People working on the projects were contacted and then their responses
were compiled in the SPSS. Employee responses were collected for the variables of
project control, Project Governance, Project leadership and project success.
Initially we have observed in the literature that leadership play a vital role in the
development of project success, but the true fact is that leadership impact which
was considered as a moderator has negative impact on project success. People
who have responded on these questions are the ones who are managing project
KPI reports and performance evaluation reports in the organizations. Their vision
and their work streghts has given me the confidence on my paper. Methodological
stregnths of this study has increased the confidence level in the results.
Proejct governance is required to achieve project success Biesenthal and Wilden

(2014). Project governance should flow from top level to down level Project indi-
vidual working for project Klakegg et al. (2008). Project governance is necessary
in every project to gain project success and it has been used in various areas of
project management contexts (Bekker and steyn, 2007).
The agency theory supports the relationship of current study between project
control and project success in the presence of Project governance. Agency theory
holds true in case of corporate governance elucidating the firm as a set of contract
and the info perspective of governance (Clarke, 2008), the information perspective
of governance (Muller, 2011). Project Governance has an impact on two orien-
tation of the project , Stakeholder and project control orientation because both
exists in project based organization before starting of any phase of the project
(Josline & Muller, 2016).
Project control has been found as significantly related with project success. Project
Governance is highly significant over project success and project control is highly
significant on Project Governance. Having full control on these aspects can for
sure bring more success in the projects.
5.4 Limitations
In the current study, some limitations should be highlighted.
1. Data sample size was limited to telecom and software houses only due to
which proper analysis is still required for forthcoming studies.
2. The most important thing is that only people working on the projects were
interviewed for this particular research and accurate information was re-
ceived from them. The research criteria should be expanded out of the box,
means people working on regular task of the organization should also be
contacted.
3. My core focus was towards project governance and project leadership with
moderating and mediating impact. Further these two variables can be used
to measure the impact on project success by expanding the research criteria.
4. Finally, the research criteria was limited to Pakistan only, because sample
data was collected from telecom and software companies operating in Pak-
istan under the influence of Pakistan leadership.
5.5 Future Directions
• Project control, Project governance, Project Leadership and project success

was studied properly in this research and their positive relations have also
been analyzed, but there are certain processes which clearly need to be ana-
lyzed in future beause moderating impact of leadership has been rejected in
the study.
• Moreover next research should be toward agile project management and dev
ops model impact on project governance can also be studied for further
analysis.
• There is a clear GAP between Agile Project management and Dev Ops
technology which has recently been introduced in the market.
• Future researcher should also study project Governance impact on steady

state operations and also correlate Agile Project management with Project
governance.
• Sample size with more precise and appropriate technique must be incor-
porated by the future researchers so as to fund the project management
literature.
• In organizations male and female both have leadership roles with different
leadership style. For future studies researcher should check the leadership
behavior of each gender separately.
• Impact of customer satisfaction on project success through project gover-

nance should also be studied.
5.6 Recommendations
The focus of this study was mainly towards telecom and software development
sectors in Pakistan. It has also been observed that Project leadership is not strong
enough in the projects and are not adding any values in project management.
Successful project delivery is only possible if project control parameters are under
control such as cost, scope and time. These three factors will definitely enhance the
project success factors. Agency theory supports not only the governance but the
control mechanism which includes triple constraints of the project time, cost and
scope (Xiang et al., 2012). Turner and Mller (2004) used agency theory to explain
how hierarchy in the project should be in placed to control different activities of
the project on top of project manager and how set of controls should be in placed
to control the activities of the agent in the company. Khang and Moe (2008) have
focused a lot on critical success factors in projects through the project life cycle.
We have observed negative impact of project leadership on project governance

and project success. It is mainly because of the project culture in place in the
organization and both have similarities with each other. In the recent study it
has also been observed that project managers carries several responsibilities and
competences which definitely helps in the execution of the project. What matters
the most is the competency or responsibilities? It is really hard to figure this
out, but according to the results of this theses it is recommended that Project
manager should work on their leadership capabilities which will for sure make
some improvements in the competency and will also make project manager more
responsible towards their deliveries. Project manager should motivate his or her
team memebers to facilitate their tasks. Project manager should also work as
a leader not as a manager. Managing different tasks and taking them further
towards success doesn’t produce successful results after completion but further
gets into complexitities which at times hard to manage. Results also suggests
that leader should make a strong bond with his or her team members and should
also recoginize their work even if they are not performing well enough. Technical
capabilities and skill set issues can be handled by individual team member. This
sort of behavior from management can help management to achieve successful
project delivery and project control.
We cannot create a universal checklist for project success but as per the study it is
recommened that organizations should have wide range of expertise, resources and
skill set to deliver successful project. In recent research it has been observed that
management core focus is towards assigned budget to the project and assigned
activities to the project. If these two factors are controlled then successful project
delivery is also possible.
5.7 Conclusion
Our findings are more appropriate in terms of Project based organizations working
in telecom sector. Most of the projects are complex in nature and it requires proper
governance and guidance towards successful delivery of the projects.
The most important part is the empowerment of the leader and his shadow impact
on the people working for project that not only enables their fast delivery of
specified task given by the project manager but also enable them to be strong at
points where they have to take full ownership of the project.
The content of this study was to check out the behavior of project governance
and project leadership towards project success. Involvement of team members are
very important at the early stage of the projects which not only help individual
team members to understand their roles and responsibilities but also helps them
to achieve their goals in the project. The research results in this study cleary
represents that project leadership and project governance , if both are combined
to check the behavior of project success, then it is rejected in this research. Proejct
governance and project leadership both have a very close relationship with each
other because both of these variables are related with project culture. In our study
we have analyzed the relationship of project control on project success and our
results showed significant positive relation between these two variables.
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Appendix-A
Research-Questionnaire
Dear respondent,
My name is Salman Amjad. As a MS research scholar at capital University of

Science and Technology, Islamabad, I am collecting data for my research paper.
Title: Impact of Project Governance on Project Success with Mediating Role of
project monitoring and control and Moderating Role of Project Leadership. It
will take your 10-15 minutes to answer the questions and to providing the valu-
able information. I assure you that data will be strictly kept confidential and will
only be used for academic purposes.
Thanks a lot for your help and support!
Regards
Salman Amjad
MS (PM) Research Scholar,

Faculty of Management and Social Sciences,
Capital University Science and Technology
102
Annexure 103
Section: 1
Sec 1: Project Control (Independent Variable)
Please insert a check mark (X) in the appropriate column to indicate

whether you agree or disagree with each of the following statements:
Strongly Disagree =1. Disagree 2, Neutral 3, Agree 4, strongly agree 5
1 The end users are satisfied with the quality of the IT service. 1 2 3 4 5
2 The total IT effort and investments are transparent 1 2 3 4 5
3 Your company board has a view on how and how much the 1 2 3 4 5
enterprise invests in IT compared to its competitors
4 Your company board members obtain regular progress re- 1 2 3 4 5
ports on major IT projects.
5 The major IT decisions are made in a timely fashion 1 2 3 4 5
6 Your company is clear on its position relative to risk: risk 1 2 3 4 5
avoidance, risk neutral, or risk taking.
7 Your company board regularly obtains IT performance re- 1 2 3 4 5
ports illustrating the value of IT from a business driver’s
perspective (customer service, cost, agility, quality, etc.).
8 Your company board is getting independent assurance on 1 2 3 4 5
the achievement of IT objectives and the containment of IT
risks
Annexure 104
Section 2: Project Governance (Mediator)
Please insert a check mark (X) in the appropriate column to in-

dicate whether you agree or disagree with each of the following
statements: Strongly Disagree =1. Disagree 2, Neutral 3, Agree
4, strongly agree 5
1 In organization decisions are made in the best in- 1 2 3 4 5

terest of the shareholders and owners of the orga-
nization and their return on investment (RoI)
2 The remuneration system includes stock-options 1 2 3 4 5
for employees and similar incentives that foster
shareholder RoI thinking
3 In organization prevails an image that profitabil- 1 2 3 4 5
ity determines the legitimacy of actions (including
projects)
4 I am sometimes asked to sacrifice stakeholder sat- 1 2 3 4 5
isfaction for the achievement of financial objectives
5 The long term objective is to maximize value for 1 2 3 4 5
the owners of the organization
6 The management philosophy in the organization 1 2 3 4 5
favor’s a strong emphasis on always getting per-
sonnel to follow the formally laid down procedures
7 Tight formal control of most operations by means 1 2 3 4 5
of sophisticated control and information systems
8 a strong emphasis on getting personnel to adhere 1 2 3 4 5
closely to formal job descriptions
9 The management philosophy in the organization 1 2 3 4 5
support institutions (like a PMO) should ensure
compliance with the organization’s project man-
agement methodology
10 Prioritization of methodology compliance over 1 2 3 4 5
people’s own experiences in doing their work
Annexure 105
Sec 3: Project Leadership (Moderator)
Project successes please insert a check mark (X) in the appropriate

column to indicate whether you agree or disagree with each of the
following statements: Strongly Disagree =1. Disagree 2, Neutral
3, Agree 4, strongly agree 5
Project Leadership
1 Encourages team members to take pride in our 1 2 3 4 5
team.
2 Says things that make us feel proud to be members 1 2 3 4 5
of this team.
3 Says positive things about the team 1 2 3 4 5
4 Encourages others to place the interests of the 1 2 3 4 5
team ahead of their own interests.
5 Emphasizes the uniqueness of the team. 1 2 3 4 5
6 Articulates a compelling vision of the future for 1 2 3 4 5
our team.
7 Talks optimistically about the future of our team. 1 2 3 4 5
8 Talks enthusiastically about what needs to be ac- 1 2 3 4 5
complished by our team.
9 Communicates a clear direction of where our team 1 2 3 4 5
is going.
10 Fosters collaboration among team members. 1 2 3 4 5
11 Encourages group members to be ”team players.” 1 2 3 4 5
12 Develops a team attitude and spirit among team 1 2 3 4 5
members.
13 Gets the team to work together for the same goal. 1 2 3 4 5
14 Resolves friction among team members in the in- 1 2 3 4 5
terest of teamwork.
Annexure 106
Sec 4. Project Success (Dependent Variable)
Project successes please insert a check mark (X) in the appropriate

column to indicate whether you agree or disagree with each of the
following statements: Strongly Disagree =1. Disagree 2, Neutral
3, Agree 4, strongly agree 5
1 The project was completed on time. 1 2 3 4 5

2 The project was completed according to the budget 1 2 3 4 5
allocated
3 The outcomes of the project are used by its in- 1 2 3 4 5
tended end users
4 The outcomes of the project are likely to be sus- 1 2 3 4 5
tained
5 The outcomes of the project have directly ben- 1 2 3 4 5
efited the intended end users, either through in-
creasing efficiency or effectiveness.
6 Given the problem for which it was developed, the 1 2 3 4 5
project seems to do the best job of solving that
problem
7 I was satisfied with the process by which the pro- 1 2 3 4 5
cess was implemented
8 Project team members were satisfied with the pro- 1 2 3 4 5
cess by which the project was implemented
9 The project had no minimal or start-up problems 1 2 3 4 5
because it was readily accepted by end users
10 The project has directly led to improved perfor- 1 2 3 4 5
mance for the end user/target beneficiaries’
11 The project has made a visible positive impact on 1 2 3 4 5
the target beneficiaries’
12 Project specification were met by the time of han- 1 2 3 4 5
dover to the target beneficiaries’
13 The target beneficiaries were satisfied with the out- 1 2 3 4 5
come of the project
14 Our principal donors were satisfied with the out- 1 2 3 4 5
comes of the project implementation
Thank you for your time and cooperation

Certificate
This is to certify that Salman Amjad bearing Registration No. MPM171045

has incorporated all the observations made by thesis supervisor. The title of the
thesis is: “Impact of Project Control on Project Success with mediating
role of Project Governance and Moderating role of Project Leadership”
Forwarded for necessary action.
——————————————
Hafiz Muhammad Adnan
(Thesis Supervisor)

.Impact of Project Control On Project Success

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Impact of Project Control on

All rights reserved. No part of this thesis may be reproduced, distributed, or

This Article is dedicated to my dearest family. To my parents, who always said I

Impact of Project Control on Project Success with

THESIS EXAMINING COMMITTEE

S. No. Examiner Name Organization

Hafiz Muhammad Adnan

Dr. Sajid Bashir Dr. Arshad Hassan

At any time if my statement is found to be incorrect even after my graduation,

Registration No: MPM171045

Registration No: MPM171045

I am deeply grateful to my supervisor Hafiz Muhammad Adnan for his guidance,

A scale for evaluating Project Control, Project governance, Project Leadership

Key words: Project Governance, Project Control, Project Leadership,

3.1.2 Study Setting . . . . . . . . . . . . . . . . . . . . . . . . . . 41

5 Discussion and Conclusion 58

4.1 Descriptive Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Project Management revolves around project deadlines and timely completion

in modern era is to deal with Project Controlled activities in different functions.

Project progress is now increasingly recognized by management control on project

Proper Project control should be implemented to improve the performance of the

divergence. In case of deviation in timelines, it is really hard for project managers

Risk of commercial failure in any organization belongs to poor project governance,

In project management groups, the term governance of projects has grown to be

In Project management literature, Leadership is one of the important considerable

Leadership is a topic of considerable interest in Organizational management, and

Leadership is an important attribute in project management (Berg & Karlsen,

Transformational leadership in project based organizations represents the role of

1.2 Gap Analysis

According to different scholar’s and subject matter experts on project manage-

of project control on project success. Governance main job is to provide the

In current study it is assumed that project governance is mediating mechanism

1.3 Problem Statement

Project Control is an important aspect of project success. Project Managers nor-

1.4 Research Questions

To what extent Project Control objectives leads to Project Success?

To what extent Project Control influence Project Governance?

To what extent Project Governance plays mediating role in relationship of Project

1.5 Research Objectives

To discuss the impact of Project Control on Project Success.

To discover the connection between Project Control and Project Governance.

To discover the affiliation of Project Governance with Project success.

To study the mediation consequence of Project Governance in the relation of

To study moderating effect of Project Leadership on relationship of Project Gov-

1.6 Significance of The Study

It is important to study the impact of PC because project control is essential to

1.7 Supporting Theories

1.7.1 Agency Theory

2.1 Project Control & Project Success

Project Managers normally measures project progress by implementing set of con-

Research in project management in its early studies on project success mainly

causes such as tools, skills, methodologies, and knowledge as mirrored in aptitude

Through above literature we hypothesis that

H1: There is a positive relationship between project control and project

2.2 Project Control and Project Governance

The framework suggested by Bannerman (2008) describes project success as a

Cost is an important feature in project management (Bosch Rekveldt et al. 2011).

It is pertinent to mention that the projects and various portfolios attached to it

Researchers consider project governance as an important project success factor in

Through above literature we hypothesis that

H2: There is a positive relationship between project Control and Project

2.3 Project Governance and Project Success