Abstract
The governance of public sector infrastructure projects became an important topic of interest in the project, program, and portfolio management literature during the last decade. Today, it is becoming a central focus for policymakers seeking to ensure success in selecting, designing, and implementing government-sponsored programs of multi-projects. Due to the multiple underlying risks and complexities, the governance of infrastructure programs constitutes a critical element in strategic planning in developing countries. This paper has analyzed the infrastructure development program in Gilgit-Baltistan (Northern Pakistan), and revealed major shortcomings in the areas of decision-making, stakeholder management, and role ambiguity. Approaches to remedy these shortcomings have, thus, been proposed.
Highlights
The term ‘governance’ is derived from the Greek verb “Kubernao”, which means “to steer”
It is based on the information demanded the projects paymentofofGilgit-Baltistan, the land reimbursement price the current enhanced rates
The poor performance of the infrastructure projects has been attributed to multiple stakeholders, lack of clear project governance structure, organizational structure, timelines, and communication issues with competing interests (Khan et al 2018)
Summary
The term ‘governance’ is derived from the Greek verb “Kubernao”, which means “to steer”. It is the “act of governing or directing the policies, management, and activities of an organization at the highest level, with the authority, credibility, and responsibility to do so” (Kanyane and Sausi 2015). The concept of governance has been reviewed by many scholars in a variety of meanings and interpretations. Their focal point remains with the socio-economic interactions of processes in various public and private entities. According to Rhodes (1996), governance has its multifaceted roles in the operation of governmental organizations and it is mainly triggered by independent decision making in associated networks to perform and deliver public services. Stoker (1998) argued that governance is primarily concerned with the steering mechanism to facilitate state functions for the provision of services
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