The setting for Project Governance varies, according to the stage an organization’s project has reached. However, key personnel undertaking the projects need specific terms of reference at all of the stages. These references include the assurance that they have adequate resources, skills, and authority to undertake those specific roles. Slower decision-making and late changes of mind are some factors that can ruin a project’s strategy. For whatever structure of project management you intend to implement, it is important to ensure that the following roles are undertaken appropriately.
Timely and accurately communicated decisions are essential to a project’s momentum. Effective project governance includes implementing such decisions when and where necessary. At some stages, the ability of a PMO project consultant depends on his or her arrangement to solve complex issues. Some of the issues in a project may have conflicting requirements that need compromises and trade-offs, which are fundamental to the progress of the project. Some of project decisions include funding solutions and trade-offs between performance cost and timescale among others.
Control and communication of information
This role enhances direction of the project. For instance, it influences policy, guidance, and best practice. Other aspects connected to this role include corporate management information and assurance that the project portfolio management service is in the right track. In addition, it ensures visibility of key work streams as well as formal disclosure requirements.
A project governance structure needs to identify the person or group that is responsible for securing its approval and for business case. This is also known as senior responsible owner. The role requires awareness of broader perspective and ability to put the project in that context. It comprises of championing of the project and its benefits and managing its team level. This role ensures that the relationship with other projects forming a capability or program coordinates and manages the program risk coherently. Ross Garland
It is important to note that project advocacy does not belong to authority’s project delivery team. Therefore, lack of senior champion in the authority is one of the reasons for the project to falter.
Stakeholders and the perfect team can falter in their determination to deliver. There needs to be a forum for neutral questioning to give the assurance that matters are well understood and to avoid conspiracy of optimism. Sometimes, realism seems hard and there are stages for instance prior to key points such as launching the competition when the independent project review is commissioned to offer objective scrutiny.
Stakeholders need to keep involved to understand the issues and be able to voice their support and position at the appropriate time and place. Therefore, engagement needs to be of a level that is appropriate to their importance to the project. Part of stakeholder management should point out other stakeholders to act as the key at any step and whose decision is essential to ensure smooth progress of the project.
In the light of the roles above, you can now work positively towards the set goals of your project. Ensure proper and timely decision-making and advocacy in your project.
For more information on project governance, visit http://www.rossgarland.com/