Barriers to Good Governance of Road Infrastructure Project Portfolios in Iran Public Organizations

The key role of public infrastructure projects in promoting GDP growth and country development achievement and also huge amount of investment needed for them, has multipled the importance of effective and efficient implementation of them. Successful management and desirable value creation of these projects aligned with public interests, depends on good governance of multiple projects level named “project portfolio”. Utilizing the principles of good governance at this level leads to portfolio performance improvement and results such as optimum projects resource allocation aligned with the organization's strategic requirements. But applying such a governance in the complex public context, faces more barriers than private sector. Identifying and analyzing these barriers, pave the way for the design of appropriate governance models. To accomplish this, 18 experts with 15 to 25 years experience in key positions influencing on infrastructure portfolios governance were interviewed whom selected by purposeful sampling. This qualitative study is a practical-developmental research done with phenomenological methodology. Required data were collected through semi-structured interviews and then analysed. According to the findings, the barriers to road infrastructure project portfolios good governance categorized in five groups including: behavioral barriers, organizational barriers, credit barriers, macro structural barriers and macro strategic barriers drawn into a pattern of three-tier structure.