he principles of effective project, programme and portfolio management governance - webinar

The principles of effective

P3 Governance

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

Question

be made by

What

a project board?

decisionsshould

ONE

Which of the following roles should be least likely to be the SRO of a change program?

Question 2

CEOGM - Strategic Planning

COO

CIOCFO

How do you identify the person accountable for the success of a project?

Q3

What is the role(s) of the business case?

Question 4

Executive Management Team

Business as

Usual


Business as

Usual

RUN

THE

BUSI

NESS


Business as

Usual

RUN

THE

BUSI

NESS

…go

vern

the

oper

atio

ns…


Business as

Usual

RUN

THE

BUSI

NESS

…go

vern

the

oper

atio

ns…

CEO

Delivery OperationsPolicy Planning Corporate

Corporate Organisation


Business as

Usual

RUN

THE

BUSI

NESS

…go

vern

the

oper

atio

ns… CHANGE THE BUSINESS

CEO




Business as

Usual

RUN

THE

BUSI

NESS

…go

vern

the

oper

atio


Projects

Programmes

CEO




Business as

Usual

RUN

THE

BUSI

NESS

…go

vern

the

oper

atio


Projects

Programmes…

govern the change…

CEO




Business as

Usual

RUN

THE

BUSI

NESS

…go

vern

the

oper

atio


Projects

Programmes…


CEO


Corporate OrganisationProject Board

Project Executive

Senior Suppliers

SeniorUsers

Project Manager

Project Organisation


Business as

Usual

RUN

THE

BUSI

NESS

…go

vern

the

oper

atio


Projects

Programmes…


CEO


Corporate OrganisationProject Board

Project Executive

Senior Suppliers

SeniorUsers

Project Manager

Project Organisation

Portfolio

The Governance Triangle


Separate BaU and Change

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.)

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 ownershipdetermines project ownership.

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)

Separatestakeholder management

andproject decision making

Empower the Project Owner

• Project Owner must have:

• Decision making authority

• Own the project budget

• Own the business case because it describes their investment

23

Business case

accountability

Project accountabilit

y

Budget accountabilit

y

Service outcome

accountability

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.

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.

Board

CEO

Director

Divisional Manager

Jurisdictional Representative

Systems and Processes Resources

Operating Company

Board

Operating Company CEO

Operating Co. Project Team

Rep

DCM Contractor

Mtce Contractor

Project

Finance Agreement

Auditor

Auditor’s Contract

Funding Organisation

Director

CEO Shareholder

Shareholder Agreement

Franchise Agreement

Project Working Group

Finance

Corporate Departments

Design Resources

Area/district

Company budget

MOU

approvals

Portfolio Board

Project Board

Project Manager

Project Team

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

Question

be made by

What

a project board?

decisionsshould

ONE

Which of the following roles should be least likely to be the SRO of a change program?

Question 2

CEOGM - Strategic Planning

COO

CIOCFO

How do you identify the person accountable for the success of a project?

Q3

What is the role(s) of the business case?

Question 4

Other sources

https://www.axelos.com/case-studies-and-white-papers/programme-and-project-accountability

www.rossgarland.com

http://www.koganpage.com/editions/project-governance/9780749453060

or Amazon

+ 61 401 970 909

[email protected]

PO Box 241Bulimba QLD 4171Australia

www.rossgarland.com

he principles of effective project, programme and portfolio management governance - webinar

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