Abstract
The aim of the paper is to offer project governance from a unique urban viewpoint that connects corporate, project, and urban governance by analysing a case study to understand how different internal project governance mechanisms can influence corporate and urban governance. The research examines the theoretical basis to determine the theoretical framework and empirical data about the impact of project governance. Then, conclusions are reached, and new research areas are suggested. The findings of the research indicate that no governance considerations have been made during the pre-planning stages of urban projects, and empirical evidence does not always go with the theoretical background. Further research is therefore required to elucidate this relationship. Thus, the article updates the state of the art on governance performance for empirical study by generalizing it across other projects to derive more conclusions that are accurate and adapt to contemporary circumstances.