This document discusses project governance for the "STAR Service Center" case study. It begins with an introduction to the project and outlines the project governance framework, which included a project owner, director, board, manager, and team. It then analyzes the case study based on four principles of effective project governance: ensuring single accountability, aligning ownership with service delivery, separating stakeholder and decision-making roles, and distinguishing project and organizational governance structures. The analysis finds that accountability was clear but some roles like the senior user were not well-defined initially. It also notes that the director had multiple roles that may have contributed to project delays. In conclusion, it recommends following a clear governance framework and avoiding multi-role players to help projects
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
Presentation about article: "Effective GOVERNANCE in Project Portfolio Management" - Analysis on how to avoid pitfalls and solve issues in Project Portfolio Management, comparing secondary literature with expert interviews
Available on Scribd:
http://www.scribd.com/doc/183721084/Effective-governance-in-Project-Portfolio-Management
Lecture on project governance and failure presented to a Master’s level class in strategic project management at University College London on March 25-26, 2009. The class was led by Dr. Andrew Edkins, UCL Senior Lecturer.
I blogged about this on ZDNet: http://blogs.zdnet.com/projectfailures/?p=2528
This is a sample deck that introduces a small to medium size organization to a straight-forward IT Governance methodology. Tools and tips are available for this at no charge. Contact steve@gerick.org
Research has shown that top performing organizations that practice project portfolio management (PPM) and IT Governance have a 40% greater return on IT investments than their competitors. During this presentation the speaker will cover tips and techniques such as:
•Portfolio Optimization practices that work
•How to categorize your PPM inventory
•Understanding the difference between project reviews and portfolio management reviews
•How should risk management impact your PPM environment
•What Top 3 soft skills must PPM managers develop
•RACI for PPM Governance
To learn more: http://developingaculturethatworks.com/
Webinar: How to Drive Business Value in Financial Services with MongoDBMongoDB
Huge upheaval in the finance industry has led to a major strain on existing IT infrastructure and systems. New finance industry regulation has meant increased volume, velocity and variability of data, so-called Big Data. This coupled with cost pressures from the business has led these institutions to seek alternatives. Top tier institutions like MetLife have turned to MongoDB because of the enormous business value it enables.
In this session, learn where and how you should use MongoDB to get the maximum value including specific case studies such as saving $40M in one project.
The use cases are specific to financial services but the patterns of usage - agility, scale, global distribution - will be applicable across many industries.
The importance of Program Management and Change Management in eHealthBart de Witte
A presentation giving an overview why European countries should focus more on the transformational character of eHealth instead of focusing on the technological part.
What is the Board's role in governance and do they follow good practice?
What does good look like?
Are there good practice guidelines available?
And in particular how can you influence your board to adopt good practice in governance of project management?
These are some of the questions answered at the latest evening session of the APM Governance SIG.
This was one of a series of sessions that the Governance SIG is presenting to enable good practice to be shared.
Poor governance of projects and project management is a major cause of project failure. Recent research (by both PwC and APM) has shown a direct correlation between organisational and project success and good governance. So good governance is the key success factor in delivering successful project outcomes. Shouldn't Boards take note and make improvement of governance a strategic objective?
Describe an overall framework for project integration management as
it relates to the other project management knowledge areas and the
project life cycle
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
Getting Really Good at Projects with Salesforce!.pptxRizwanQureshi64
Looking to enhance your project management skills in Salesforce? Watch this recorded session to learn valuable tips and tricks that will make managing projects a breeze. Whether you're new to Salesforce or an experienced user, this video is packed with insights to help you succeed. Discover how to leverage Salesforce tools for effective project management and take your skills to the next level!
What is Project Management?
Why Project Management?
What issues we face in Software Project?
Dimension Of Project Management
Project Manager Responsible
PM Life Cycle in Software
Project Management Framework
Goal Of Project Management
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
3. Objective of the study
• To understand the concept of project governance.
• To understand the implementation of the principles of project governance
in construction organizations.
• To analyze the principles by implementing them on case study.
3
5. What is project governance ?
• Project governance is the management framework within which
decisions of the project are made.
Project
governance
Policies
Regulations
FunctionsProcedure
Portfolios
Confident and
transparent
5
7. Why project governance?
Set out lines of responsibility and accountability within the Authority for the delivery of the
project;
Give the stakeholders the ability to manage their interest in the project;
Provide a forum for issue resolution;
Communicate information by reporting to stakeholders so that they can effectively fulfil
their roles
Provide a framework for project disclosures.
7
9. INVESTMENT DECISION GROUP
PROJECT TEAM
STRATEGIC
ADVISORS
PROJECT
MANAGER SHAREHOLDER
WORKING
GROUP
SENIOR SUPPLIERPROJECT OWNER
PROJECT
DIRECTOR
SENIOR USER
PROJECT GOVERNANCE FRAMEWORK
9
10. Project owner/sponsor
• The project sponsor usually chairs the project steering committee and is the link
between the organization's senior executive body and the project.
• Owner is ultimately accountable for
the success of the project.
Senior
executive
body
Owner Project
10
11. Project
sponsor
Project leadership
The sponsor provides:
timely decisions, clarifies decision
making framework, clarifies business
priorities and strategy, communicates
business issues, provides resources,
engenders trust, manages
relationships.
Project management
• The project sponsor engages
stakeholders.
• governs stakeholder
communications,
• Manages client relationships and
governance of users and suppliers.
• arbitrates between stakeholders.
Stakeholder management
The sponsor provides leadership on culture and
values, owns the business case, working with the
steering committee keeps the project aligned with
the organization's strategy, governs project risk,
focuses on benefits.
11
12. The responsibilities of the project sponsor are:
• Securing budgets and ensuring appropriate financial controls are in place
• Supporting the project manager to successfully deliver the project.
• Prescribing the project both internally and externally.
• Ensuring a project is undertaken according to the Project Management Framework.
• Appointing the project management team including other members of the Project
Board
• Signing off project deliverables
12
13. Project Board
• It provides direction and management for the project.
• Final decision is made by the project owner.
• Project board meeting is often organized for project board members for
decision making on reports of the project director and project manager
SENIOR SUPPLIERPROJECT OWNER
PROJECT
DIRECTOR
SENIOR USER
13
14. Project Director
• The project director acts as a representative of project owner and
responsible for empowering project manager.
• The project director is a core member of the project steering committee or
project board.
Skills
project
management
.
Risk
management
Relation
management
14
15. Project manager
• He ensures that the project outcomes are of required quality.
• Develops and updates the project management plan.
• Have to manage day-to-day aspects of project on behalf of project owner.
• Project management also resolves planning, implementation issues and
manage progress and budget of the project.
15
16. Responsibilities of project manager:
Directing the project team
Maintaining the risk register, issue.
Managing the project plan.
Reporting on progress to the project sponsor and other stakeholders
Ensuring the project is managed in accordance with agreed processes and tolerances
approving minor variations to budget, schedule or scope, within agreed tolerances
16
17. Investment Decision Group
• This group provides platform to stakeholders to give any kind of input to
the project.
• No validity for life span of the group. (Entire life of the project)
• Internal or external of organization.
• Stakeholders may be invited to participate but often they will not report to
the organization and cannot be forced to participate.
• Called to support project board (Rarely)
17
18. 5 Questions for Governance team
• (Includes both on and off project activities.)
Are we on track – to plan/schedule?
• (Includes required business decisions and escalation issues.)
What decisions need to be made?
• (Includes required inter-dependency issues, resource issues, proposed scope
changes.)
What issues are there – inside or outside the
project?
• (Includes expenditure, financial commitments, AND benefit value driver
changes and benefits realized to date.)
Are we on track – to budget and benefits plans?
• (Includes project, benefits delivery and business impact risks and critical success
factors status.)
Has the objectives of the project changed?
18
19. 2.2 PRINCIPLES OF EFFECTIVE PROJECT GOVERNANCE:
1: Ensure a single point of accountability.
2: Service delivery ownership determines project ownership
3: Ensure separation of stakeholder management and project
decision-making
4: Ensure separation of project governance and organizational
governance structures
19
20. 1: Ensure a single point of accountability
• Ensures clarity of decision making and empowers the accountable person
within the organization.
• Consistency of accountability throughout the project’s life ensures proper
decision-making – the focus of the project, its objectives and the benefits it
seeks remain consistent throughout its life, or at least are not changed
without due process.
• The project governance framework is a document prepared for each project
outlining who has responsibility and authority to make decisions which
ensures there is clearly defined accountability for all aspects of the project.
20
21. Effective accountability requires everyone within the project to know:
Note: Care should be taken to ensure individuals who join the project
receive sufficient introduction to this framework.
What they are responsible for.
The limits of their authority and tolerance levels.
When tasks have to be achieved.
Communication, reporting and monitoring lines.
21
22. 2: Service delivery ownership determines project ownership
• Organizations have to be more competitive by continuously increasing their
quality of service
• Services can be delivered directly or indirectly by products.
• For example, construction material producers provide services to a housing
developer through construction materials they produce, and the way that
they serve is considered on quality, schedule, cost, etc,
• Changes on technology may support the service or the project which delivers
the service. For example, precast concrete panel can shorten construction
schedule of the project;
22
23. The project as a transition mechanism
Equal importance to project ownership and (service and Asset delivery)
23
24. 3: Ensure separation of stakeholder management and project
decision-making
Increase in size of the committee.
The detailed understanding of each attendee of the critical project issues
reduces
Many members within the assembly raise more opinions, Questions
because they consider that being members of the assembly they are entitled
to do so.
They just use the meeting to get updated about the project issues
stakeholder Management (Project board - decision making)
24
25. 4: Ensure separation of project governance and organizational
governance structures
• The project governance is ineffective if there are many layers in the project
decision making process.
• Organization structures generally do not provide the necessary framework to
deliver a project.
• Adoption of this principle will minimize multi layered decision making and
the time delays.
• Empower Project decision making body to make decisions in a timely
manner.
25
26. What happens if governance is not good?
Failure to communicate fully and appropriately on a timely basis.
Failure to specify or accept decision making authority and responsibilities.
Confusing contract management and decision making.
Over emphasis on reporting that reduces meetings to status updates rather than interactive decision making.
Non-alignment of key stakeholders.
Confusion between the project and organizational decision-making structures.
lack of project direction and control.
26
28. Introduction
• In 2009, the board of directors decided to invest in the project SSC. It is a five
storey office building located on plot A-01, star road, in Star Commercial Complex
(SCC), Dilshuknagar, Hyderabad city, Telangana, India with its main objective of
initiating the master project SCC and of providing office services to tenants as well
as for STAR itself. Total land area of the building is 6,634.03m2.
• Total construction schedule of the project is 638 days starting from December 17,
2009 and completed on September 16, 2011, delayed 286 days as per the project
plan.
28
29. SSC
STRUCTURAL
Main building
ARCHITECTURAL
ParkingInfrastructure
M/E
Fire prevention and fighting
system
Electrical
works
Plumbing/ Water supply
Land Scaping
WORK BREAK DOWN STRUCTURE
• 2,787.5 m2
• Five floors
• RCC
• Internal
traffic
• RCC road
• 280 bikes
• 50 cars
• RCC
• Sump
• Over head
tank
• Supply
560KVA
• Generator
• Installation of smoke
detectors, sprinklers
etc.,
• 20%
29
30. Project cost
Total project cost is classified into eight packages:
Original Cost:- 43615USD
Liquidated Cost:- 53544USD
Original Cost:- 113464USD
Liquidated Cost:- 136157USD
Original Cost:- 1076514USD
Liquidated Cost:- 1076514USD
Original Cost:- 44180USD
Liquidated Cost:- 46899USD
4:Perfect construction work package
3. Package of transformer and underground water
tank:
2. Construction supervision and construction
management package:
1. Design package:
30
31. Original Cost:- 1123183USD
Liquidated Cost:- 1104384USD
4:Perfect construction work package
Original Cost:- 136969USD
Liquidated Cost:- 151713USD
4:Perfect construction work package
Original Cost:- 31490USD
Liquidated Cost:- 22190USD
Original Cost:- 3147USD
Liquidated Cost:- 3219USD
5. M&E work:
6. Infrastructure and parking shed package:
8. Landscaping work:
7. Retaining wall package:
31
32. THE PROJECT GOVERNANCE FRAMEWORK
The Project Director
(Engineering Manager)
The Project Owner
(President)
The Senior User
(Department Managers)
The senior Supplier (Designer and Interior Contractors) Project Board
Investment Decision Group (Board of Directors)
Project Manager appointed by Senior Supplier
Project team (architect, civil engineer, M&E engineer and interior engineer)
32
33. PROJECT SPONSOR
• The sponsor of SSC is STAR
• The management assigned the president of organization as sponsor of the
project.
• He is the head of the project board responsible for project success.
• He assigned project director and other staff of project board.
• He involved in the project board and solved many issues within project
board.
• He reported the information directly to the investment decision group.
33
34. SENIOR USER
• The first defined user of SSC is STAR itself using 900 m2 of building area.
• The sponsor assigned manager of the site management department to act as
the Senior user of the building after completion of construction.
• Operation and maintenance.
• Other users are customers having office demand. They are undefined users.
• As this manager is not the member of project board.
• There is no manual of users requirement from early stage of the project.
34
35. SENIOR SUPPLIER
• The project sponsor decided to choose the senior suppliers from outside of the
organization.
• Company A was assigned as the designer of the project.
• Company B was selected for main construction packages through bidding process.
• Company C was nominated by owner for sub-construction works like transformer,
underground water tank and retaining walls.
• Company D was nominated for infrastructure and parking sheds by sponsor.
• Company E was nominated by sponsor for landscaping.
It is reminded that all of the senior suppliers nominated by owner are professional in the allotted works
35
36. PROJECT DIRECTOR
• The project owner appointed the manger of the engineering department as
the project director.
• He is the member of the project board and reports the information directly
to the project owner and also the project manager.
• The project director nominated two engineers in the engineering department
to act as project engineers for the SSC.
• The project director presented daily in the project to keep the project
supported.
• The project director is expertise in construction management, so he could
assist the project owner to drive the project successfully.
36
37. PROJECT BOARD
• The project board was established as per the decision of the project owner.
• Members of the project board are the project owner, the project director, and the
senior supplier.
• The project board was lack of senior user as discussed in the above article senior
user.
• The main objective of the project board is decision making.
• Weekly meeting are held. (Project budget, project quality, project work scope,
material changes, budget changes.)
37
38. PROJECT MANAGER
• Project manager was assigned by senior supplier and approved by sponsor.
• Position of project manager has changed based on the stages of the project.
• The project manager is responsible to deliver the project within the time, cost and
money mentioned in contract.
• The project manager worked closely with the project director to make sure that the
project delivery meets the project’s owner’s needs.
• There was 5 main project managers represented by companies A,B,C,D and E.
38
39. INVESTMENT DECISION GROUP
• The project owner with support from the project board submitted budget
plan to the investment decision group (the board of directors) for approval.
• In case of budget change, the project board was responsible to consider and
give instruction whether it approves for the change. The investment
• decision group in this case study includes a chairman, a vice chairman and six
directors.
39
40. PROJECT TEAM
• The project team comprised engineers assigned by senior suppliers
• Members of the project team worked and reported directly with the project
manager.
Project
team
architects
civil
engg,
M&E
engg Responsible for
Detail activities
40
42. PRINCIPLES OF EFFECTIVE PROJECT
GOVERNANCE:
1: Ensure a single point of accountability for the success of the
project.
2: Service delivery ownership determines project ownership
3: Ensure separation of stakeholder management and project
decision-making
4: Ensure separation of project governance and organizational
governance structures
42
43. CONSIDERATION ON THE PRINCIPLE 1 OF EFFECTIVE PROJECT
GOVERNANCE
“Ensure a single point of accountability”
The management assigned the president of organization as
sponsor of the project.
He is the head of the project board responsible for project
success.
He assigned project director and other staff of project board.
He involved in the project board and solved many issues within
project board.
He signed the liquidated damages.
43
44. CONSIDERATION OF THE PRINCIPLE 2 OF EFFECTIVE PROJECT
GOVERNANCE
“Service Delivery Ownership Determines Project Ownership”
No senior user from the beginning of the project.
User needs are not defined. No proper project targets
was prepared by owner from early stage of the project.
Problems in project investment related to
ineffectiveness of parking and space for advertising
demands was aroused.
44
45. CONSIDERATION OF THE PRINCIPLE 3 OF EFFECTIVE
PROJECT GOVERNANCE
“Ensure Separation Of Stakeholder Management And Project Decision
Making Activities”
• Project governance framework of this project met the requirement of the
principle 3.
Project
board
Project
owner
Project
director
Senior
supplier
Therefore, all of the project
board meetings were aimed to
project decision making.
45
46. CONSIDERATION OF THE PRINCIPLE 4 OF EFFECTIVE
PROJECT GOVERNANCE
Ensure separation of project governance and organizational governance
structures
Slow
decision
making
Sponsor
President/
Sponsor
External
issues
Director
Manager of
engg dept/
Director
Lot of
work load
DELAY
46
47. Conclusions/ Recommendations
Every organization must follow the project governance framework
independent of its size.
All the projects should have the project governance framework and also
satisfy all the 4 principles of the project governance.
Ensure that the person who is selected for the sponsor of the project
should have enough ability to manage the framework and project issues.
Try to avoid playing multi roles at the same time. Due to which this project
have been delayed.
47
48. REFERENCES
• Alessia D’Amato and Nigel Roome (2009), Leadership of organizational change toward an integrated model of
leadership for corporate responsibility and sustainable development: a process model of corporate responsibility
beyond management innovation, Corporate Governance, Vol.9 No 4, pp. 421-434
• Karim S. Rebeiz and Zeina Salameh (2006), Relationship between Governance Structure andFinancial Performance in
Construction, Journal of Management in Engineering, Vol. 22, No.1, pp. 20-26.
• Charles Y.J. Cheah and Micharl J. Garvin (2004). An open framework for corporate strategy in construction,
Engineering, Construction and Architectural Management Vol. 11 No. 3, pp.176-188
• Pearce, J. A., and Zaha, S. A. (1991). “The relative power of CEOs and boards of directors: Association with
corporate performance.: Strategic Manage. J., 12, pp. 135-153 Pfeffer, J. (1972). “Size and composition of corporate
boards of directors.” Adm. Sci. Q., 17, 218-228
48
1.Ensures clarity in decision making. 2.Feelling responsible throughout the project life. It clearly mentions who has responsibility to make decisions.