he Principles of Effective Project, Programme and Portfolio Management Governance - Webinar
•Download as PPTX, PDF•
1 like•318 views
Effective governance is critical to ensuring effective delivery of projects and programmes. In this webinar, Ross Garland, an expert in project governance and project assurance, takes you through the principles that he regularly applies to the design of governance frameworks for projects and programs ranging in size from $50M to $5BN. To watch the full recorded webinar please visit www.axelos.com/events-calendar/principles-of-effective-ppm-governance
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (11)
Similar to he Principles of Effective Project, Programme and Portfolio Management Governance - Webinar
Similar to he Principles of Effective Project, Programme and Portfolio Management Governance - Webinar (20)
More from AXELOS Global Best Practice
More from AXELOS Global Best Practice (19)
Recently uploaded
Recently uploaded (20)
he Principles of Effective Project, Programme and Portfolio Management Governance - Webinar
- 1. The principles of effective P3 Governance
- 2. The components of a P3 governance framework The decision making structure The people that operate within the structure Business case Status Report The information that informs their decision
- 3. Question be made by What a project board? decisions should ONE
- 4. Which of the following roles should be least likely to be the SRO of a change program? Q u e s t i o n 2 CEO GM - Strategic Planning COO CIO CFO
- 5. How do you identify the person accountable for the success of a project? Q3
- 6. What is the role(s) of the business case? Question 4
- 11. Business as UsualCEO Delivery OperationsPolicy Planning Corporate Corporate Organisation Executive Management Team
- 12. Business as UsualCEO Delivery OperationsPolicy Planning Corporate Corporate Organisation Executive Management Team
- 13. Business as Usual Projects Programmes CEO Delivery OperationsPolicy Planning Corporate Corporate Organisation Executive Management Team
- 14. Business as Usual Projects Programmes CEO Delivery OperationsPolicy Planning Corporate Corporate Organisation Executive Management Team
- 15. Business as Usual Projects Programmes CEO Delivery OperationsPolicy Planning Corporate Corporate Organisation Project Board Project Executive Senior Suppliers Senior Users Project Manager Project Organisation Executive Management Team
- 16. Business as Usual Projects Programmes CEO Delivery OperationsPolicy Planning Corporate Corporate Organisation Project Board Project Executive Senior Suppliers Senior Users Project Manager Project Organisation Portfolio The Governance Triangle Executive Management Team
- 17. Separate BaU and Change
- 18. Establish a single point of accountability • A project should have ONE person identified as being accountable for its success. • This person/role should remain constant over the life of the project. • They should represent the business unit that will benefit from the project. • Known as Project Owner/Project Executive/Senior Responsible Owner (SRO.)
- 19. Choose the right Project Owner • Wrong Project Owner = wrong project outcomes. • Business outcome so Project Owner needs to represent the business. • Project meets their business needs. The role in the organisation that owns any particular service outcome should own any project that will enable that service outcome. Service outcome ownership determines project ownership.
- 20. Support the Project Owner with a Project Board • Project Owner needs support of key project stakeholders. • Stakeholders may include representatives of: • Those who fund the project • Those who use the products produced by the project (PRINCE2 = Senior User). • Suppliers to the project, perhaps both internal and external to the organisation. Limit numbers to around 6 for a project (say 10 for a program with multiple projects)
- 22. Empower the Project Owner • Project Owner must have: • Decision making authority • Own the project budget • Own the business case because it describes their investment
- 24. Maintain the business case • The business case has two roles: • Justify the investment. • Act as a governance tool for the Project Board. • Contains the key parameters that define the project – drivers, expected outcomes, benefits, budget, schedule, quality standards, scope, funding, assumptions, interdependencies etc. • Variations assessed against the business case. What decisions are made by a Project Board? Any decision that can have a material impact on the business case.
- 25. Ensure consistent decision rights • Possibly many decision making entities associated with the governance of a project. • Who makes what decisions? • No gaps. • No overlaps (because this creates confusion). • It gets more complex if the project is part of a program.
- 26. Board CEO Director Divisional Manager Jurisdictional Representative Systems and Processes Resources Operating Company Board Operating Company CEO Operating Co. Project Team Rep DCM Contractor Mtce Contractor Project Finance Agreement Auditor Auditor’s Contract Funding Organisation Director CEO Shareholder Shareholder Agreement Franchise Agreement Project Working Group Finance Corporate Departments Design Resources Area/district Company budget MOU approvals
- 27. Portfolio Board Project Board Project Manager Project Team
- 29. consistent decision rights $Portfolio Board Project Board Project Manager Project Team any decision that may have a material impact on the business case Make day-to day decisions that do not impact the business case
- 30. Question be made by What a project board? decisions should ONE
- 31. Which of the following roles should be least likely to be the SRO of a change program? Q u e s t i o n 2 CEO GM - Strategic Planning COO CIO CFO
- 32. How do you identify the person accountable for the success of a project? Q3
- 33. What is the role(s) of the business case? Question 4
- 35. + 61 401 970 909 info@rossgarland.com PO Box 241Bulimba QLD 4171Australia www.rossgarland.com