Project Governance

2. Project Governance

3. Governance
• A Governance is defined as the decisions and actions
of the people who run an institute, nation, city,
business or project
• Governance is the practice of the board of directors
coming together to make decisions about the
direction of the company. Duties such as oversight,
strategic planning, decision-making and financial
planning fall under governance activities.

4. Elements of Governance
• Governing Body
• Governance Framework
• Governance Domain
• Governance Function

5. Governance Framework

6. Governance Function

7. Organizational Project Management
 Organizational project management (OPM) is the
framework used to align project, program, and portfolio
management practices with organizational strategy and
objectives, and customizing or fitting these practices
within the organization's context, situation, or structure.
 OPM is confined to management and governance of three
types of activities, namely projects, programmes and
portfolios of projects (3Ps).

8. Organizational Project Management
Governance
OPM governance is defined as the framework, functions, and
processes that guide organizational project management activities
in order to align portfolio, program, and project management
practices to meet organizational strategic and operational goals.
OPM governance includes the policies, procedures, and systems
through which organizational leadership directs, defines, authorizes,
and supports the alignment of strategy and organizational goals.

9. Organizational Project Management
Governance
OPM governance is one of four core-enabling processes for OPM
implementation; the other core-enabling processes are strategic
alignment, competency management, and organizational project
management methodology. When implementing OPM governance,
it is important to also consider how the other core-enabling
processes are integrated into the OPM management plan overall:
• Strategic alignment ensures portfolios, programs, and projects support
achievement of business objectives;
• Competency management ensures that skills are developed and
available when needed to implement portfolios, programs, and projects;
• Organizational project management methodology provides the structure
(people and process) necessary to implement portfolios, programs, and
projects

10. Organizational Project Management
Governance

11. Tailoring the Approach to
OPM Governance
The purpose of tailoring an approach to governance is to consider
the politics, culture, external stakeholders, and the environmental
and regulatory factors in organizations. Based on these influences
and factors, varying levels of governance may be required.
Organizations may tailor their approach to OPM governance based
on the following :
o Size, Complexity and Risks
o Mandatory Compliance
o Responsibilities and Authorities
o Key Performance Indicators

12. OPM and Governance Interaction

13. OPM Governance Risk Domain
The OPM governance risk domain includes the following activities or
tasks:
• Risk management plan. Create a risk management plan. The OPM
governance risk management plan presents how the OPM project
manager will manage risks through the implementation of governance.
• Risk tolerances. Identify risk tolerances and thresholds, and establish a
risk escalation process. Establish integrated escalation processes for risks
and issues and include in the risk management plan, with thresholds for
resolution at various levels.
• Dependency management. Integrate dependency management across
portfolios, programs, and projects.
• Audits. Conduct portfolio, program, and project audits. Monitor
portfolio, program, and project performance and audit based on risk and
complexity.

14. OPM Governance Alignment Domain
The OPM governance alignment domain includes defining the
• OPM governance charter
• OPM governance management plan
• Establishing the governing body;
integrating the hierarchy of portfolio, program, and project
governance; monitoring the adherence to governance management
plan; and establishing a decision-making process

15. OPM Governance Risk Domain
• Internal/external dependency review. Review internal/external
dependencies of portfolios, programs, and projects. Monitor internal
and external dependencies between portfolios, programs, and projects
as well as the risks and other external elements. Internal and external
dependencies should be reviewed by the OPM governing body
•
Escalated risks and issues. Approve recommendations to resolve
escalated risks and issues. In order to resolve and remediate risks
and/or issues, the OPM project manager should escalate them to the
governing body for decisions, as there may be broader impacts across
the organization. Include the risks and/or issues in the OPM dashboard
reporting and reviews, following risk and issue escalation processes.

16. OPM Governance Performance Domain
The OPM governance performance domain includes the following
activities or tasks:
• Integrated performance management plans.
• Integrated reporting and control processes.
• Reviews
• KPIs
• Proposed Changes

17. OPM Governance Performance Domain
The OPM governance performance domain includes the following
activities or tasks:
• Integrated performance management plans.
• Integrated reporting and control processes.
• Reviews
• KPIs
• Proposed Changes

18. OPM Governance
Communication Domain
The OPM governance communication domain includes the
following activities or tasks:
• Communication management plans.
• Communication.
• Justification for Decision

19. Q & A