A variety of scientific studies and books describe proper project management, but how do top managers of big companies set their organizations up in order to deliver successful industrial projects? How can an executive of an automotive supplier take responsibility for more than 200 different projects, dealing with all OEMs and meeting all relevant criteria and targets? Another interesting question is, that despite having project experts employed, still so many projects do not run well at all? One of the most important questions is how a framework should be designed and established to minimize the risk of costly failures. Finally, how well do top managers show and live their commitment towards project management? Do they walk their talk? Many multinational companies share the same experiences, that despite having similar procedures and processes implemented in each location, the results are very different. Looking at the day-to-day activities at one of the world's largest automotive suppliers (MAGNA) with many locations worldwide reveals some reasons for that. This thesis focuses on the project framework necessary to deliver successful industrial projects within multinational automotive suppliers. Based on interviews with key people - from project management to local general management up to top management from within and outside of MAGNA - the key essentials for a project management framework are outlined. The first part describes the necessary elements of a framework, based on best practices and the feedback of experienced top managers. Its major topics are: · Project governance · Value of project management in the organization · Management attention (reporting, controlling) · Responsibility, delegation · Know-how (finding, improving, keeping) · Rewarding schemes · Freedom of action, leeway The major part shows how all this has been implemented at MAGNA Exteriors & Interiors as part of a project governance initiative. The author analyses the experiences made, being responsible for the design and implementation of the new governance framework. After presenting the newly developed tools, procedures and processes, the impact on the organization is analysed. One of the main findings is the imbalance of information throughout the organization, resulting in different perceptions. The thesis shows that realizing and removing these gaps is crucial for the successful implementation of a governance framework that links the different needs within a project-oriented company. Rolling out new and transparent processes and tools, achieving sustained improvement, does include the whole organization. Therefore all factors of an organizational change management must be considered. Particular, project managers, who are in the midst of all these activities, need a special focus. Besides pure technical training, the right and necessary appreciation proves to be extremely important to have them supporting this change. However, it is the top management that has to be omnipresent to make it clear to the whole organization why this change is necessary. This thesis serves as a guideline for top managers to show them how they can do so and what they have to focus on in order to implement a successful project governance framework!