The results of most projects are applied in functional organizations, that are structured around specific functions such as sales, human resource management, finance, production, etc. The project manager is expected to establish a high level of cooperation between different business units. In addition, the prevailing understanding is that project management is much more than a set of operational tools. There are, however, fewer successfully implemented projects within a full project management framework that includes portfolio and program management and techniques, and a solid understanding of the role of senior executives in implementing successful projects. The solution requires strong project governance, a clear sense of project priorities, transparent support for projects at higher levels of management, and open organizational culture. The purpose of the course is to shed light on this new organizational issue of interest for both strategic management of the organization and project management. The course clarifies what project governance is, what roles and responsibilities are needed to establish proper governance procedures, and addresses a number of principles of project governance. In doing so, it considers the reasons for project success and the characteristics of effective project management with regard to the context and strategy of the organization and with regard to coordination between project managers and middle and executive management.