Presentation given by Roger Garrini to the Midlands branch on 23 March 2017

1. Governance of Project
Management
1
APM Governance SIG

2. 2
Agenda
 APM Governance SIG
 What is Governance of PM and why is it important?
 Core Principles of Governance
 Governance Structure & key roles
 Behaviour
 Case Studies
 Get involved

3. APM Governance SIG
3

4. 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
4
….in the governance of project management (change)
Activities
 Engagement – CxO level
as well as APM members
 Conferences and Seminars
 Publications
 Influence of, and
contribution to, standards

5. Directing Change
2nd edition 2011
Update for 2017
5
Governance of Co-
owned Projects
2017
Sponsoring Change
Update for 2017
Free to APM members at www.apm.org.uk/memberdownloads
GovSIG Publications
Agile Governance
2016

6. Why is Good Governance important?
 Key success factor for project outcomes
 Competitive advantage for businesses
 Provides for internal controls
 Externally, it reassures stakeholders that their money is
being invested well
 Good governance is increasingly demanded by
shareholders, government and regulators
 To comply with external regulations and legislation (e.g.
the UK Corporate Governance Code and Sarbanes-Oxley
in the USA).
6
UK Code ….“comply or explain”

7. 7
“No such thing as failed projects, only failed governance”
Andrew Bragg – Former CEO APM

8. Recent Research
8
“poor performance results in organisations
wasting $109m in every $1bn invested in
projects”
“high performing organisations
successfully complete 89% of their
projects, while low performers complete
only 36% successfully”
“Fit-for-purpose governance strongly
influences project and programme
success”
“higher performance is correlated with
higher maturity”.
“there is a highly
visible disconnect
between Executive
Teams and Project
Managers”
“C-Suite are often
missing in action”.
Misalignment of ‘Run the
business’ and ‘Change
the business’ results in
‘wastage’ of resources
“only 62% of programmes have an established
or mature link between programme objectives
and organisational strategy and only 50% of the
respondents felt that the boundaries of their
organisations portfolio were clearly defined and
decision making well supported”
“Just 42% of companies reported having high alignment of
projects and organisational strategy”
“Companies with high degrees of alignment have more
successful projects (69%) compares with companies with low
alignment (45%)”
“80% of the projects
with active sponsors
reported a success rate
of 75%, which is much
higher than the
average”
“actively engaged
sponsors is the top
driver of project
success”
Sources:
2014 PMI Pulse Survey
PwC 2104 Global Survey
PwC 2012 Global Survey
APM Factors for Project Success 2014
GovSIG Benchmarking
“only 38% of programmes
had established processes
to identify benefits at the
outset”
“only 20% had robust
benefits measurement
processes in place during
implementation”
“lower value projects
are more successful
than large more
complicated projects”
“of the success factors, ‘delivery to
time’ showed the least success”
“62% of portfolios do not have
benefits in the sponsor’s personal
performance targets”
“Only 57% of sponsors had
received sponsor training”

9. Directing Change Principles - 1
9

10. Directing Change Principles - 2
10

11. SPONSORSHIP
11

12. Attributes of Successful Project Sponsorship
12
 Project Sponsor effectiveness = best single predicator of
project success or failure
 Appoint a named Sponsor early in the project lifecycle
 Critical success attributes:
1. Support
2. Continuity
3. Alignment
 Personal Attributes:
1. Understanding
2. Competence
3. Credibility
4. Commitment
5. Engagement

13. Questions
1. Checklists or descriptions
Which are most helpful?
2. What is the biggest single impediment to
sponsorship in your environment?
3. Most misunderstood aspect of Sponsorship within
your experience?
4. What are the most important aspects to consider
when choosing a sponsor?
13

14. Governance of Agile
Working
14

15. Guidance to the Governance of
Agile Project Management
Directing Agile
Change

16. Why we need a Guide for Governance
of Agile Project Management
Growingly popular topic in P3M
Guide produced in response to requests
Mythology about Agile scares the Board
Help to explain the change in mind set needed

17. Who is it for?
 All Those involved in governance of all change initiatives
 Boards
Organisation, Society, Programme and Project
 Influencers of the Board
E.g. assurers, portfolio managers
 Sponsors
 Stage gate reviewers
 Programme and Project Managers

18. Iterative Delivery
Collaborative Behaviour
Decisions at the work face
New measures of progress
Agile - The Essential Difference
It’s a different mindset

19.  Discipline is still required (business case, requirements,
configuration, etc.)
 A Fad? - No
 Agile is not the only way
 Not just for software
 Agile only works for small projects
 Need to adjust existing governance processes
The Myths
More listed in guide

20. Some Principles
 This is the governance of PM
 not how to do Agile
 Waterfall vs Agile - how to decide
 Directing Change is a valid basis for PM Governance
 Incremental delivery
 Collaboration
 Just Enough Definition
 Learn as you go

21. Key Roles and Techniques
Key Roles (major transformation)
 Business (Programme) Sponsor
 Business Visionary (or Product owner)
 Programme Manager
 Technical Co-ordinator or Business Architect
 Project Manager or Scrum Master
 Business Change owner / lead
 Agile Coach
 Business Process Analysts
Tools / Techniques
 DSDM Atern
 SCRUM
 Lean
 KanBan
 MoSCow
 Timeboxing

22. When to Consider Agile

23. Leadership not Direction
New Behaviour is paramount to improve
Organisational Culture
Agile Training is essential
Board, PM, Sponsor and team
The team is driving and making decisions
Thinking not management rote
Some Hints and Tips

24. Behaviour & Culture
Board
Support strongly, stay back, set clear objectives
Empower
Project Sponsor / Product Owner
Engage, embrace, enjoy (and dedicate time as
part of team)
Project Manager / Delivery Lead
Delegate, collaborate, remove blockages
Build and empower the team

25. The Lists in the Guide
 Not a check list!! Comply or explain?
To your own satisfaction, this is Guidance not a
Recipe
 Your choices matter
As a Board
As a Sponsor
As Project Manager
As an independent reviewer

26.  Paperback: 246x189mm, 2016
Publisher: APM
Author: APM Governance
Specific Interest Group
ISBN 978-1-903494-60-8
Publication date: September
2016
Price: £15.00
Discount: 10% off for APM
members
APM members should contact
Turpin Distribution on +44
(0)1767 604951 to receive their
10% discount
 via APM Website
Where to get it

27. Governance of Co-Owned Projects
New Guide
 Originally Published as
Co-Directing Change
2007
 Revised with New Title
January 2017
27

28. What are Co-Owned Projects
28

29. Principles
Formal Arrangements
Agreements
Flexibility and Change Management
o Unified European Patent example
o Germany joining Eurodass
o Voting Rights
Benefits and Rights
o Risk Appetite
o Risk
29

30. Principles 2
Co-Owner to Co-Owner due Diligence
Mutually Accepted Business Cases
o Risk
Co-Owners legal & Governance Compatibility
o Decision Making Points and Delays due to
leapfrogging
Co-Owners standing Culture and Capability
o Ethics
30

31. Principles 3
Working Arrangements
Reporting
o Metrics
o External requirements
Assurance and transparency
o Independence agreements
Stakeholder relationships
o Internal and External
Trust collaboration and value maximisation
o Formal and Informal arrangements
31

32. Getting Involved
32

33. Getting Involved with GovSIG
 Join APM GovSIG
 Blogging
 Research
 Active Committee
New guides Sponsorship and Directing Change
III in 2017
Interact with other groups
33

34. Sposnorship
34

35. Why does every project
need a sponsor?
Separation of Decision Making
Objectives, appointment of the
PM, Start/ stop
Accountability for benefits
After the project has delivered
Oversight of the PM function
Challenge

36. So What is a Sponsor Like?
Supportive, Long Term, Aligned
with the Organisation.
A Leader
Understands the Project,
Credible
Wise

37. What the sponsor does for the Organisation
Leads the whole change in
alignment with the strategies
Keeps the project in line
Risk,
Behaviour
Benefits
Liaises with others on behalf of

38. What the sponsor does for the PM
Decides in the business context
Ensures the project is suported
Supports and challenges the PM
Godfather/ Nurse/Scout/?????