3rd Speaker Slide - "Enterprise Governance: The Impact of Enterprise Governance on Effective Project Delivery" by Mohamed Sidique Abdul Hamid, Principal Coach Certified in Governance of Enterprise IT (CGEIT - ISACA).

1. Triangle
Triangle Minds Minds
accelerating leadership
The Impact of Enterprise Governance on
Effective Project Delivery
Pursuit of Value Delivery through Enterprise Governance
Are We Getting the Benefits?
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2. Triangle
What are your thoughts? Minds
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3. Why Should Enterprise Governance be Concerned Triangle
Minds
with Project Delivery?
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4. Triangle
The Business Case for Enterprise Governance? Minds
*Source:
*Source:
*Source:
*Source:
A pressing need to focus on a
Control Framework to sustain
business objectives/mission - EG
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5. Triangle
What is Enterprise Governance? Minds
Deliver Business
Outcomes
Create
Value
In support of the organization’s
Successfully deliver business mission and objectives.
of performances
 Business Growth
 Profitable
Enterprise Governance  Optimize Cost
is a set of management  Enhance Capability
practice, that will  Reliability
enable:  Efficiencies
 Customer Experience /
Satisfaction
Ascertain
 Reduce Risk
conformances to
requirements
Preserve
Value
Proactively
Manage Risk
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6. Where does Governance actually happen? Triangle
Minds
 EG FRAMEWORK balances:
• Strategic Alignment
 GOVERNANCE – an oversight role • Resources Management
• Providing Direction, Strategy, Policy • Risk Management
• Concern with Performance & Conformance • Performance Delivery
• Ascertains Business Systems adequacy • Customer Experience
• Value Delivery
Shaping Business SENIOR Board;
MANAGEMENT Senior Management
EG
Integrating It to Business
MID-MANAGEMENT Business Owners
Making It Happen
TACTICAL & COLLABORATIVE
Process Owners
Getting It Done Implementors /
OPERATIONAL Users
 MANAGEMENT – a delivery role concern with
• Planning, Control , Operating and Maintaining
• Delivery of Performance & Conformance
• Ensuring Practices & Operating Systems in place
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7. How is Enterprise Governance Different from Triangle
Minds
Projects & Operations Governance?
Portfolios to be managed effectively to
1
deliver business results
Enterprise Governance
sets the foundation:
2 Manage business risk related to Portfolios
The objectives of Projects, Business Operation and Enterprise Governance
Project Services Business Operation Enterprise Governance
Architects strategic direction in
alignment with business
Implementing ideas Keeping the lights-on objectives
Integrates portfolios of
initiates to the business mission
Introducing Ensuring ideas & capabilities
sustained according to Facilitates effective
new capabilities operational standards
delivery of portfolios
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8. Triangle
Typical Stakeholder Concerns from Project Delivery Minds
 CONFORMANCE
 Are we doing the right things?
 Are we doing them right?
 PERFORMANCE
 Are we getting them done right?
 Are we getting the benefits
Are We Getting
the Benefits?
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9. Governance of Project Services – instituted to ensure the Triangle
Minds
business objectives of the projects is attained
Formula in attaining the original business objectives from Portfolio of Projects
1. Successful
Project Delivery
2. Successful
Portfolio of Enterprise
Projects Governance
delivery of
operational &
business results
3. Realization of
Benefits
Organizations which solely depend on operational activities & project services, but pay little
attention to incorporating governance have seen their project & services delivery failing, or at
the least being ineffective – in the context of attaining the original business objectives from
those Services.
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10. Projects – Enterprise Governance Integration – Triangle
Minds
How to Achieve it?
IDEA DESIGN DEPLOY OPERATION
Purpose & Goal Alignment Integrate Sustenance
o Why project o What design o Keep sight of the o Proper handover to
initiated criteria to be value plan Result Owner
o What is to be incorporated o Provide o Reinforce value
accomplished from o Internalize value management aspirations
the project management plan visibility of value o Communicate
o What benefits to be early on progress ambition to
realized, by when o Link project o Adjust /alter grassroots
governance according to value o Track value &
organizational aspirations benefits
structure to o Remedy, align
enterprise when deviate
o Communicate o Raise the bar and
expectations to all grow, when value
related parties achieved.
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11. Projects – Enterprise Governance Triangle
Minds
Key Take Away
Are We Getting
From Enterprise Governance perspective, the Benefits?
for Projects to be deemed successfully delivered, it requires
Linkage with Tone from the Top
• Strong Senior Management support and drive.
• Need to ensure the organizational business context for Projects is
established
Control Framework for EG-Projects
• A comprehensive framework to govern at all levels, aligned to
organizational context (the original intents)
Culture of Value Governance
• The pursuit of organizational value delivery must be sustained beyond
project management lifecycle.
• Strategy-Projects-Operations linkages must be harmonious
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12. “You don’t know who’s swimming naked, Triangle
Minds
until the tide goes out”
Warren Buffet
Chairman, Berkshire Hathaway
Ranked #1 – The World’s Billionaires 2008
Ranked #3 – The World’s Billionaires 2011
Are We Getting
the Benefits?
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