The construction industry plays a crucial role in socio-economic development, demanding effective project management to ensure timely and cost-efficient delivery. This paper examines governance improvement in a construction company, addressing challenges such as internal inefficiencies, communication gaps, and resource mismanagement, which negatively impact project outcomes. A mixed-methods approach was used to identify critical issues, including document analysis, employee surveys, and semi-structured interviews. The study proposes establishing a Project Management Office (PMO) to standardize processes, implementing Earned Value Management (EVM) for performance tracking, and adopting a “lessons learned” system to foster continuous improvement. These measures aim to enhance internal collaboration, optimize resource utilization, and align organizational practices with the industry's best standards. The paper contributes to advancing organization governance in the construction sector, with a focus on project management, emphasizing adaptable solutions for similar organizational contexts.