Effective governance is critical to ensuring effective delivery of projects and programmes. In this webinar, Ross Garland, an expert in project governance and project assurance, takes you through the principles that he regularly applies to the design of governance frameworks for projects and programs ranging in size from $50M to $5BN.
You can watch the full, recorded webinar at: www.axelos.com/events-calendar/principles-of-effective-ppm-governance
2. The components of a P3 governance framework
The decision making
structure
The people that operate
within the structure
Business
case
Status
Report
The information that
informs their decision
18. Establish a single point of accountability
• A project should have ONE person identified as being accountable for its
success.
• This person/role should remain constant over the life of the project.
• They should represent the business unit that will benefit from the project.
• Known as Project Owner/Project Executive/Senior Responsible Owner (SRO.)
19. Choose the right Project Owner
• Wrong Project Owner = wrong project outcomes.
• Business outcome so Project Owner needs to represent the business.
• Project meets their business needs.
The role in the organisation that owns any particular service outcome should
own any project that will enable that service outcome.
Service outcome ownership
determines project ownership.
20. Support the Project Owner with a Project Board
• Project Owner needs support of key project stakeholders.
• Stakeholders may include representatives of:
• Those who fund the project
• Those who use the products produced by the project (PRINCE2 =
Senior User).
• Suppliers to the project, perhaps both internal and external to the
organisation.
Limit numbers to around 6 for a project
(say 10 for a program with multiple projects)
22. Empower the Project Owner
• Project Owner must have:
• Decision making authority
• Own the project budget
• Own the business case because it describes their investment
24. Maintain the business case
• The business case has two roles:
• Justify the investment.
• Act as a governance tool for the Project Board.
• Contains the key parameters that define the project – drivers, expected
outcomes, benefits, budget, schedule, quality standards, scope, funding,
assumptions, interdependencies etc.
• Variations assessed against the business case.
What decisions are made by a Project Board?
Any decision that can have a material impact on the
business case.
25. Ensure consistent decision rights
• Possibly many decision making entities associated with the
governance of a project.
• Who makes what decisions?
• No gaps.
• No overlaps (because this creates confusion).
• It gets more complex if the project is part of a program.
29. consistent decision rights
$Portfolio Board
Project Board
Project Manager
Project Team
any decision that may have a material impact on
the business case
Make day-to day decisions that do not impact the
business case