Linda ZinnDirector, Enterprise Project Management Office| FlightSafety InternationalRutherford, Nj, United States
Wondering if anyone out there has experience in building an Enterprise Project Governance model. Would be interested to hear any of your lessons learned if you would be willing to share.
Thanks in advance.
Regards,
Linda Saving Changes...
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George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
Hi Linda,
Are you interested in Enterprise Governance of Projects (projects as a whole, treated within an organizational context) or in Projects' Governance extended at Enterprise level (governance structures within each project, and their extensions to organizational governance)? These are different perspectives, either with an Organizational Governance lens or with Project. Programme and Portfolio Management lens.
Can you provide some more details about what you're interested in?
Best regards,
George Jucan Saving Changes...
Linda ZinnDirector, Enterprise Project Management Office| FlightSafety InternationalRutherford, Nj, United States
This would be in the context of organizational project management or establishing the corporate level parameters, processes and metrics for how projects would be selected and executed to ensure alignment with strategic goals and objectives. Saving Changes...
Patrick DiceyManager, Customer Project Management| CentralSquare TechnologiesOrlando, Fl, United States
Assuming the projects are of a similar nature, I like to right Program Management Plans at the organizational level, and all projects follow a standardized process. If a specific project needs to deviate from the standard process in some areas they need to seek exceptions/approvals in those areas and document the changes. I guess I see it as following the standard PMI PM plan development process but at a higher overarching level. To me, in organizations with similar projects it would never make sense to write a new PM plan for every project.
Lesson learned - be prepare for everybody to want exceptions, whether or not they really need them. Also be ready to need to audit heavily (especially up front if you're driving change) to ensure compliance and standardization.
Good luck! Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I have created a framework I have used for years in multiple organizations including where I am working today. It is based on value creation models like MoV and MoP (but not considering value the money component only) and the stage gate model similar to SAP life cycle model. Saving Changes...
George JucanManaging Partner| Organizational Perfomance Enablers NetworkWoodbridge, Ontario, Canada
Hi Linda,
That's quite a lot to talk about, and I'm not sure if a discussion posting would do any justice to such an important (and controversial) topics.
I would suggest to consult ISO 21504:2015 Project, programme and portfolio management - Guidance on portfolio management, and watch for the upcoming PPPM - Governance standard coming later this year - they are both written from the perspective you're describing.
PMI also has a standard for Portfolio Management, as well as a practice guide for Governance of Portfolios, Programs, and Projects that can provide you with some insight - just watch for the perspective, sometimes it slides into a practitioner's view.
Lastly, if you send me a private message we can set up a convenient time to chat about it - maybe I can provide you some pointers and uncover some road mines that you may face.
