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APM Governance SIG Martin Samphire


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Martin Samphire, Chair of the APM Governance SIG introduces the SIG to the audience at the event on 9th September: "Clienting" and governance of business cases.

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APM Governance SIG Martin Samphire

  1. 1. Governance Specific Interest Group (SIG) Event 9 September 2014
  2. 2. Governance SIG objectives  Be the UK focus  Advance understanding  Contribute to good practice  Influence national and international standard making authorities  Influence those operationally responsible  Develop ambassadors and exemplars of excellence ….in the governance of project management (change) 2 “Achieving Change Successfully with Confidence and Control”
  3. 3. Governance SIG prime activities  Engagement – CxO level and APM members  Conferences and Seminars - sharing  Publications
  4. 4. GovSIG Publications Directing Change 2nd edition 2011 4 Co-Directing Change 2007 (being updated) Sponsoring Change 2009 Free to APM members at New Agile Governance (being developed)
  5. 5. Tonight’s Objectives  Welcome to Andrew Spiers and Mike Reynolds from Network Rail  “Clienting” and governance of business cases – Explore the new governance model – How benefits is now core to governance and accountability  Your chance to debate in groups
  6. 6. Discuss and debate  Four groups discussed two questions posed by the presentations  “One liner” thoughts from the feedback session on next slides  Watch out and join debate on APM Governance discussion forum
  7. 7. In your experience – is ”Clienting” (as defined in the presentations) a strong management concept?  A resounding Yes – however …… – Does the Board understand the roles of Client / Sponsor? – Strong concept; embedding as a priority in business hard – Energy and focus from the Board needed – Direct access to accountable individuals needed – It isn’t a Prince 2 concept ! – But it’s not a role – it’s bigger than that, a mindset – Clarity around roles and how it all fits together is crucial
  8. 8. Putting process aside, what would make the difference to improve strategic / tactical management of change projects?  Communication … communication !  Stop “huff and puff” - more focus  Understanding how the accountability jigsaw fits together  Training (of senior leaders and board!)  Sponsor / Client – have experience of delivery  Continuity of accountability across project / programme lifecycle  Appropriate HR strategy  Understand risks (and rewards?)  Engagement from bottom up  Early definition of benefits and continual review  Steering group – more focus on project outcomes
  9. 9. Summary and close  Thanks for your contribution  Please do sign up for the SIG - email
  10. 10. Summary and close  Thanks for your contribution  Please do sign up for the SIG - email