Generally speaking in the course of business management, the cause and effect of successful project delivery efforts can have a profound effect on a business. Many businesses organize themselves into multiple lines of business that focus on specific products and/or services. In this model, these lines of business often operate with a large degree of autonomy from each other. The exception is cross-functional project investments, which add more complexity and commitment to managing project delivery initiatives. This additional complexity increases the risk to tangent project initiatives within the line of business. Often, intra-line-of-business projects utilize the same human capital in numerous projects, all working toward a different delivery goal. Management of these resources becomes more and more difficult and less and less effective each time another project is added that requires some of the currently allocated resources. Over time, it becomes increasingly clear that a higher authority is needed within the business to prioritize work that determines what is strategically important to the business so the assigned resources can work the work in the correct order. That higher authority is corporate governance.