(I'm assuming you are working for the organisation that delivered the project.) In one word... cautiously.
That said, was there a terms of reference or other agreement that established what their role extended to? If so I'd use that as the basis for PER. Otherwise I'd recommend that there should have been one. Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
I agree with Tim - given that the steering group is made up of the senior execs and the guys who allocate the resources, proceed with caution!
We have ToR for the steering groups on our major projects so we could assess their effectiveness against those. Having said that, normally it's just a case of 'if the sponsor is happy, so's the PM.' Saving Changes...
Matthew PateePMO Director| ABM IndustriesBenicia, Ca, United States
I was a little surprised by the responses. Don't get me wrong, I certainly understand the reluctance to point fingers at a group of executives... However, there is more than one way to skin a cat.
If the steering committee wasn't effective and you will be working with them again, it is in your best interest to fix the problems. In my view, it is never in a PMs interest to ignore problems (ever).
If the organization has a PMO, fist solicit help from them. They should be in a position to help and could even provide an objective point of view. If not, then I would suggest interviewing the steering committee and asking them what worked well and what didn't. Of course you don't want to outright call out any of the executive members as having done something wrong or not having done something they should. Instead, you can ask how the process could be improved to better support the committee on the next project.
Saving Changes...
Wai Mun KooPMO Director| Intergraph PP&MSingapore, Singapore
Perhaps, focus on finding out what went wrong and the root cause(s) with recommendations for improvement instead of targeting at a specific group of people or a particular role? Usually this will be more effective when people see that your focus is getting things right and not targeting on people. Saving Changes...
Chris McLoonTransformation Portolio Analyst| Sydney WaterParramatta, Nsw, Australia
Thank you to everyone who responded - the key theme appears to be that the Steering Committee effectiveness should be assessed against the SC Charter.
The important distinction that I wanted to make is that the assessment of Steering Committee effectiveness is that it should be assessed for all projects, with the same objectivity as you would assess Project Manager effectiveness, or procurement process effectiveness.
Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Great post and replies by all. I would only add that one technique that I have used and prefer to use is for the Project Steering Committee to assess themselves. As the humble servant-leader, I would synthesize the findings and offer an interpretation and recommendations. Naturally, the expectations of the Steering Committee as well as the approach for their assessment should be established, and I would add, by them or at least with their input and bona fide acceptance as opposed to someone else's (PMO manager) idea of what their role should be and what they have committed in advance to doing. Saving Changes...
First level of success is determined by whether the project is completed within the triple constraints (time, cost & scope) – though Project Managers are to be awarded for this success, Steering Committee plays a big role in supporting the PM’s. The Project Steering Committee plays a key role in chairing the project governance and the best metric will be to assess the cycle time of any major decision or resolving any escalation. Also, Steering Committee’s motivation to PM’s in encouraging to try alternative ways of approach which could even lead to IP or best practices Saving Changes...
Bernard GorePortfolio, Programme & Project Professional| NZ PoliceWellington, New Zealand
The OGC Gateway Review process has a lot to offer in this regard - even if you don't use the whole (admittedly quite challenging) process, it gives some excellent pointers in how such governance should work.
And here in NZ our State Services Commission did some excellent work around this process and supporting material for it, definitely worth a look. It talks about the Senior responsible Owner (SRO) but as they are effectiely the head of the Steering Committee and "set the tone" for it, pretty much all this applies to the committee as a whole.
Chris McLoonTransformation Portolio Analyst| Sydney WaterParramatta, Nsw, Australia
Thank you all for taking the time to respond to my question. The OGC Framework looks as though it will provide some answers on how to assess effectiveness from an external reviewers perspective.
Cheers
Chris Saving Changes...
