Project and Program Management

Program Code: 

Raymond Young (


Description of Work: 

Description of Work:

Possible projects could include:

  • Project success/failure rates – an update and synthesis of earlier studies to identify what are the actual project success and project failure rates when measured in terms of benefits realized (Clegg et al., 1997; Willcocks and Margetts, 1994; Young, 2006). This study has the potential to be highly cited and replace the Standish statistics which only focus on IT and only focus on on-time on-budget (Standish, 2003, 1995)
  • Is strategy implemented through projects – federal and international studies replicating (Young and Grant, 2015; Young et al., 2012). International studies could be of a developed country such as the UK and of a developing country such as India or Pakistan.
  • Top management support – case studies of how top managers have governed projects to succeed or fail. An update of handbook HB280 (Standards Australia, 2006).
  • Benefits and program management – action research project within the Department of Social Services to adapt and implement benefits management techniques to increase the contribution of projects towards DSS’s mission.
  • Portfolio management – exploring the optimal use of P3M3 in federal government agencies. (Young et al., 2014)
  • 6Q Governance™ – Large scale surveys to evaluate whether project governance drives project success? (Young et al., n.d.)


Clegg, C., Axtell, C., Damodaran, L., Farbey, B., Hull, R., Lloyd-Jones, R., Nicholls, J., Sell, R., Tomlinson, C., 1997. Information technology: a study of performance and the role of human and organizational factors. Ergonomics 40, 851–871.

Standards Australia, 2006. HB280 Case Studies - How boards and senior management have governed ICT projects to succeed (or fail), Young R editor. Standards Australia, Sydney.

Standish, 2003. Latest Standish group CHAOS Report shows Project Success Rates Have Improved by 50%.

Standish, 1995. CHAOS.

Willcocks, L., Margetts, H., 1994. Risk assessment and information systems. Eur. J. Inf. Syst. 3, 127–138.

Young, M., Young, R., Zapata, J.R., 2014. Project, programme and portfolio maturity: a case study of Australian Federal Government. Int. J. Manag. Proj. Bus. 7, 215–230. doi:10.1108/IJMPB-08-2013-0034

Young, R., 2006. What is the ROI for IT Project Governance? Establishing a benchmark, in: 2006 IT Governance International Conference. Auckland, New Zealand.

Young, R., Grant, J., 2015. Is strategy implemented by projects? Disturbing evidence in the State of NSW. Int. J. Proj. Manag. 33, 15–28. doi:10.1016/j.ijproman.2014.03.010

Young, R., Quazi, A., Parry, W., Wong, A., Poon, S.K., n.d. Does effective project governance drive project success? An international perspective.

Young, R., Young, M., Jordan, E., O’Connor, P., 2012. Is strategy being implemented through projects? Contrary evidence from a leader in New Public Management. Int. J. Proj. Manag. 30, 887–900. doi:10.1016/j.ijproman.2012.03.003