I'm thinking that maybe one way to look at Project Governance is as proactive Project Audits. What deficiencies have you encountered in projects in the past? If those problems were not of a "one-time" basis, what actions can be taken to prevent or minimize the effects of those deficiencies or problems in the future. These could be procedural or process oriented, or might involve training for the PM, team, or steering committee/stakeholder. Essentially, what *resources* can we apply in a governance capacity to maintain or improve outcomes/quality? Remember that resources include budget, time, space (war rooms, etc), staff, and intangible assets.
So, doing some research into Project Audits could reveal some areas that are worthy of consideration for Project Governance. Saving Changes...
I thing one over look item that has an impact on GRAC (Governance, Risk, Audit and Compliance) is the remuneration of the Project Management Team Saving Changes...
Ganesh SrinivasanGanesh PMO (PMP, PMI-SP, ITIL-F)| MNC BankChennai, India
Hi John/Pravin/Vincent, thanks for your inputs.
@John Herman, Sure thats great idea, i will start some research on Project Audits.
Looking forward rest of the members input.
Thank you once again. Saving Changes...
Darren KosaPlanning & Controls ContractorHampshire, United Kingdom
Hi Ganesh,
I’d agree with John and would address this problem from a slightly different angle. Use it as an opportunity for a project health check and assess your strengths and weaknesses.
The focus of project governance should be on implementation. How efficiently your project can deliver on its commitments and what layer of governance will support that.
You could always ask questions to uncover areas of improvement. This isn’t an exhaustive list and I’m sure you can come up with other questions to supplement them:
- Are our project management practices clearly defined, consistent, and integrated? Does everyone speak the same ‘project language’? - Is there clear evidence of internal controls? Are you able to determine if you are under / over / on budget? Are you able to determine if you are behind / ahead / on schedule? - Is there a clear vision for the project? Does everyone understand why the project is being undertaken? Are there distinct gateways to aid decision making? - Does the project proactively and effectively manage risk? Is risk identification, quantification and mitigation planning practiced throughout the project? - Do the benefits in the business case still ring true? Are they being delivered in line with expectations? - Are your stakeholders engaged? Have you been able to identify pressure points and influence key stakeholders? - Is the financial reporting reliable & credible - Are there clearly defined roles and responsibilities on the project? Does every member of the team understand their accountabilities? - Is the knowledge gained during a project used to inform and optimise future projects?
By asking these questions, you should be able to rapidly identify the pillars where you get the most bang for your buck, and focus your energies there.
Regards,
Darren Kosa Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
I would consider data quality a stewardship, not governance, activity.
To me, your top governance items would be:
* Do we have the correct executives making decisions regarding project priorities, issues, and risks?
* Do I frequently assess my organization's governance maturity?
* Do I set governance maturity goals?
* Do I have resourced initiatives to achieve our governance maturity goals?
After that, you can start thinking of things like:
* Are my projects contributing value to the organization?
* Do I have governance policies to guide my PMOs?
Of course, ideally, you are moving ahead on all these questions. Saving Changes...
Ganesh SrinivasanGanesh PMO (PMP, PMI-SP, ITIL-F)| MNC BankChennai, India
Hi Darren & Stephene,
Thank you very much for your inputs. very helpful.
@Stephane, can you help me with your inputs on initiatives to achieve governance maturity goals. and here i'm PMO + Governance.
Thanks Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Ganesh, you can use the typical cability maturity model levels to assess where you are versus where you want to be on each of the questions I listed before.
Those targets become your goals. (Hint: don't try to get to level 5 all at once.) You can then plan the necessary projects or initiatives to achieve your goals. Saving Changes...
