The concept of governmentality, introduced by Michel Foucault, refers to the strategies and practices used to govern individuals and organizations, emphasizing self-governance and the shaping of subjectivities. It involves three core processes: creating taken-for-granted practices, deploying knowledge through a power-knowledge nexus, and developing technologies of the self. Governmentality is distinct from traditional governance, as it focuses on mentalities and the rationalization of collective interests. In the context of project management, governmentality is applied to manage complex projects involving multiple organizations. The Sydney 2000 Olympics infrastructure project exemplifies this, where an alliance of organizations created a unique cultural framework to promote collaboration, trust, and shared goals. This culture included commitments such as openness, integrity, and a no-blame approach, which helped align the project team and subcontractors. Governmentality also extends to managing external stakeholders through branding and social media. In a major Indian metro project, social media was used to create positive brand images and engage communities, fostering support and community advocates. This approach not only influenced external stakeholders but also shaped the internal culture of the project team. While governmentality can enhance project outcomes and reduce conflicts, it also has limitations. Social media, though effective, can be misused by opponents to challenge projects. The WestConnex Action Group in Australia used social media to oppose a major road project, highlighting the dual nature of such tools. Overall, governmentality offers a framework for managing projects through cultural and social strategies, promoting collaboration and shared goals. It emphasizes the importance of aligning individual and organizational interests with the broader project objectives, ultimately leading to more successful and harmonious project outcomes.The concept of governmentality, introduced by Michel Foucault, refers to the strategies and practices used to govern individuals and organizations, emphasizing self-governance and the shaping of subjectivities. It involves three core processes: creating taken-for-granted practices, deploying knowledge through a power-knowledge nexus, and developing technologies of the self. Governmentality is distinct from traditional governance, as it focuses on mentalities and the rationalization of collective interests. In the context of project management, governmentality is applied to manage complex projects involving multiple organizations. The Sydney 2000 Olympics infrastructure project exemplifies this, where an alliance of organizations created a unique cultural framework to promote collaboration, trust, and shared goals. This culture included commitments such as openness, integrity, and a no-blame approach, which helped align the project team and subcontractors. Governmentality also extends to managing external stakeholders through branding and social media. In a major Indian metro project, social media was used to create positive brand images and engage communities, fostering support and community advocates. This approach not only influenced external stakeholders but also shaped the internal culture of the project team. While governmentality can enhance project outcomes and reduce conflicts, it also has limitations. Social media, though effective, can be misused by opponents to challenge projects. The WestConnex Action Group in Australia used social media to oppose a major road project, highlighting the dual nature of such tools. Overall, governmentality offers a framework for managing projects through cultural and social strategies, promoting collaboration and shared goals. It emphasizes the importance of aligning individual and organizational interests with the broader project objectives, ultimately leading to more successful and harmonious project outcomes.