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Governance - Coggle Diagram
Governance
Governance of PM Principles
Project business cases are supported by relevant and realistic info that provides a reliable basis for making authorisation decisions
The board or its delegated agents decide when independent scrutiny of projects or PM systems is required and implement such assurance accordingly
There is a demonstrably coherent and supporting relationship between the overall business strategy and the project portfolio
There are clearly defined criteria for reporting project status and escalation of risks and issues to the levels required by the org
The org differentiates between prj and non-prj activities
The board has overall responsibility for the governance of PM
Projects are closed when they are no longer justified as part of the org portfolio
All projects have an approved plan containing authorisation points at which the business case, inclusive of cost, benefits and risk is reviewed. Decisions made at authorisation points are recorded and communicated,
Members of designated authorisation bodies have sufficient representation, competence, authority and resources to enable them to make appropriate decisions.
Disciplined governance arrangements, supported by appropriate methods, resources and controls are applied throughout the prj lifecycle. Every project has a sponsor,
The org fosters a culture of improvement and of frank internal disclosure of PM info.
R & R for the governance of PM are clearly defined
Prj stakeholders are engaged at a level that is commensurate with their importance to the org and in a manner that fosters trust
The four components of project governanc
Project Sponsorship
Project Management Capability
Portfolio direction
Disclosure & Reporting
The three Pillars of Governance
People - A decision making group must be active. Decision rights must be laid out in policies and procedures
Info - the PM capability of the org must be considered
Structure - a gov committee structure is in place,
which may include stakeholders and user groups
Good Governance/making it work
Good Gov - Principles of Gov - include ensuring a single point of accountability, prj ownership, separation of stakeholder mgmt and prj decision making , and a separation of prj gov and org gov
Appointed PM
Clear R&Rs
Agreed business reqs
Up to date plans
Defined comms
Progress reporting system
Stakeholder identification
Issue resolution process
A compelling business case
Process to record and communicate risk
Making it work
Project
Beware implied mandates e.g. should, shall, must, will
Challenge the 'norm', you may find its not mandated
All
Open and honest approach
Good prj governance helps ensure that we do the right things and meet time, cost and quality commitments
Rules will be bent/broken so minimise # rules, but make the penalty fit the non-complienec
Clear and consistent terminology
Sponsor
Do not confuse governance with measurement
Dont ask for a report just because you can
Governance of PM??