Essays on Project Governance Structures and Leadership Approaches Adopted by Hitachi Construction Company Case Study

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The paper “ Project Governance Structures and Leadership Approaches  Adopted by Hitachi Construction Company” is a fascinating variant of the case study on management. Project organization structure can be defined as the structure that makes it possible for the coordination and the implementation of the project activities. The main reason for having project management in place is to come up with an environment that creates an environment of team members with minimum or no disruptions, conflicts, and overlaps (Indelicato, 2010). One of the most significant choices in the management of the project is the type of organizational structure that would be employed in the project for purposes of project governance and leadership.

Each and every project has its own characteristics and the designs of the organizational structure need to consider the environment in which the organization operates in, the characteristics on which the project will operate and the level of authority in which the top-level management of the organization will be bestowed upon (Indelicato, 2010). One of the most significant goals of an organizational structure in project management is to reduce the levels of uncertainty and the confusion that normally occurs at the initiation stages of the project.

The organizational structure gives a definition of the relationship between the team members in the organization as well as the relationship between the organization and the external business environment. The structure gives an overview of the authority in form of a graphical representation normally known as the organizational chart (Indelicato, 2010). The governance and leadership structure of project management at Hitachi Construction CompanyThe leadership and the management of any Hitachi Construction Company need to create a project structure that would meet the different project needs at the different levels of the project.

The structure should not be too rigid or too loose since the purpose of the structure is to make it possible for people to interact in order to achieve the goals of the project within the various constraints of the schedule, scope, budget, and quality.


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Indelicato, G 2010, ‘Work breakdown structures: The foundation for project management excellence’, Project Management Journal, vol. 41, no. 3, pp. 101–101. doi: 10.1002/pmj.20190.

Lindgren, M and Packendorff, J 2009, ‘Project leadership revisited: Towards distributed leadership perspectives in project research’, International Journal of Project Organisation and Management, vol. 1, no. 3, pp. 285. doi: 10.1504/ijpom.2009.027540.

Wang, X and Huang, J 2006, ‘The relationships between key stakeholders’ project performance and project success: Perceptions of Chinese construction supervising engineers’, International Journal of Project Management, vol. 24, no. 3, pp. 253–260. doi: 10.1016/j.ijproman.2005.11.006.

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