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The Need for Project Governance: A Practical Example
Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at [email protected]. Andy's new book Risk Management for Project Driven Organizations is now available.
Those of you who read my articles regularly know that I much prefer offering opinions than providing practical examples (which probably says something about me). But this time, I feel that I need to relay a practical situation. I’ll keep this generic for client confidentiality reasons, but this is a real experience, and it taught me a lot about the benefits of governance on a project.
Setting the scene
I was asked to lead a business integration initiative--an acquisition had resulted in two separate business-to-business sales forces totaling over 400 people selling complimentary products/services. The mandate was to integrate the teams into one cohesive unit capable of selling all products and services.
The catch was that I was the only full-time resource on the project--everyone else had to work on their pieces in addition to their day-to-day jobs. At the time I was brought on board, the project was only at the concept stage--the end state was only very broadly defined, and the only thing that was certain was that I had six months to complete the project.
At the outset we created a “governance committee” to oversee the initiative. I thought at first this would be a project steering committee with a glorified name. I was wrong…it was much more than that, and helped immeasurably in keeping the project on track. The committee …
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