Project Governance (PG) is often viewed as an unnecessary overhead and hence often integrated within the project framework. This paper presents the results of a study that claims that the level of a project success is influenced by the demarcation of the PG process from the core project management framework. Four case studies were chosen to be analysed based on the success rates and the varying levels of PG demarcation. The practitioners from the four companies working in different contextual setups were interviewed about their perceptions on the role of IT related PG and PM on the success of a project. The findings revealed that ‘records management’, ‘run check lists regularly’ and ‘encourage project governance adoption’ would benefit the performance of the projects. Analysis of the data showed that a PG framework helps add business value to a PM framework provided the roles of each framework is clearly defined and the inter-relationship is synchronised with the overall goals and objectives of the project.