This document provides an overview of governance of project management from the past to the present and future according to Roger Garrini. It discusses key failures in past governance such as a lack of clear leadership and stakeholder engagement. Ten components of healthy governance are presented, along with an example case study of improved governance. Future topics being worked on by the governance SIG are also listed, such as sustainability and governing innovation. The document concludes by providing information on upcoming governance SIG events.

1. Governance of project management Past
Present and Future
Roger Garrini APM Governance SIG
26th October 2022

2. Roger Garrini BSc FAPM RPP
❖ 42 years in Defence
➢ PMO AI radar, Test equipment and support
o Very early experiments in EV
➢ Project Manager of investments in civil air, automotive, space and major technical
demonstrator with French partner
➢ Project Manager EW
➢ Project governance and implementation of EVM, Risk and reports
➢ Audit, ERM and IPR Management
❖ APM
➢ Officer & Chair Midlands Branch 10 years
➢ Governance SIG Secretary and co-author
➢ Awards judge
❖ University of Bedfordshire
➢ Project management, risk and procurement courses
Week 1
3

3. Behaviour
❖Collaborative please
❖I am here to listen too!
❖Interruption makes it more fun.

4. Brief Overview of Governance of
Change / Projects
Past

5. 3pmxl
Governance and Project Failure
6

6. The framework of authority and accountability
that defines and controls the outputs, outcomes and
benefits from projects, programmes and portfolios. The
mechanism whereby the Investing organisation exerts
financial and technical control over the deployment of
the work and the realisation of value.
APM Body of Knowledge Edition 7
What is Governance of Change
Applied Flexibly - UK Governance Code “comply or explain”
Covers:
• Policy
• Decision making
• Processes
• Structures
• Roles
• Systems
But, crucially
mindset, attitude
and behaviour
In addition the APM GovSIG also adds “relationships,
culture and ethics” to this definition

7. ISO 37000 – Governance
of Organisations (2021)
The implementation of good
governance is based on
leadership, values, and a
framework of mechanisms,
processes and structures that are
appropriate for the organization’s
internal and external context
APM Directing Change
3rd Edition (2018)

8. Governance of Change in Context
“Achieving successful change with confidence and control”

9. Poll 1
Click the button that best describes your
experience with Directing Change
1. I haven’t used it / didn’t know it existed
2. I am aware of it / have read it but haven’t
applied it
3. I have actively applied it / influenced others
to adopt the good practices it espouses
4. I have read it and don’t agree it represents
good practice
APM Directing Change
3rd Edition (2018)

10. Lack of a clear link between the project and the organisation’s key
strategic priorities, including agreed measures of success.
1.
Lack of clear senior management (and ministerial) ownership and leadership
2.
Lack of effective engagement with Stakeholders
3.
Lack of skills and proven approach to project management and risk
management.
4.
Lack of understanding of and contact with the supply industry at senior
levels within the organisation.
5.
Evaluation of proposals driven by initial price rather than long-term value
for money (especially securing delivery of benefits).
6.
Too little attention to breaking development and implementation into
manageable steps.
7.
Inadequate resources and skill to deliver the total delivery portfolio.
8.
Factors in project failures
11
All issues of governance

11. Governance of Change / Projects
Present

12. 10 Components for Healthy Governance
1. Alignment and Relationships
2. Vision and Strategic Roadmap
3. Golden Thread of Delegation
4. Clearly Allocated Roles and Accountability
5. Requirements - Keeping the End Destination in Sight
6. Framework, Process and Decision Gates
7. Capacity and Competence
8. Transparency
9. Assurance
10.Leadership, Collaboration and Supportive Culture.

13. Question
How often have the above 10 elements been present on
a recent project that you have been involved with?
❖All 10 elements were present
❖Some / 50% of elements were present
❖Few / Less than 20% of elements were present
❖None were present

14. Directing Change
3rd Edition - 2018
Governance of Co-
owned Projects
- 2017
Sponsoring Change
2nd Edition - 2018
Free to APM members at www.apm.org.uk/memberdownloads
Gov SIG Publications
Directing Agile
Change - 2016
APM Learning module –
Working with project sponsors
Free to APM members at Associate
level and above at
www.apm.org.uk/apm-learning

15. Example Case Studies

16. Vaccine Task Force – Governance Lessons
• Mandate from the PM (strategically important)
• Set up for success. Incentives to succeed NOT avoid mistakes
• Speed preferred to perfection
• Recognise that early work was R&D > used hybrid approach
• Adopted collaborative working style
• Stakeholder involvement was key – clear communications
• Single not multiple governance structures (many depts)
• Strong and experienced sponsor and empowered steering committee
• Challenged and streamlined traditional authorisation processes
Summarised in blog from event on 20 Oct 2021 on APM website

17. 2a Example Project - Situation
❖New global approach to operations
➢Consistent standards across the world – big global customer pressure
➢Increased quality, traceability and the same ways of working
➢Upskilling in a number of key areas
➢Standard information system / tool – new development
❖Users rejected / poor adoption
➢Big bang approach
➢Didn’t recognise country working practices and roles
➢Impacted rewards and cross border trading
➢Sponsored by Global CIO (seen as a technology project)
➢Lack of user engagement
➢Tool perceived as inferior to in-country systems
20

18. 2b Example Project – Governance Solution
Roles
• Moved sponsorship to
global business head
• Established ‘Business
Architect /Owner’
• Established clear roles
for delivery – both
country and release
based
Strategy / approach
• Developed a new Target
Operating Model (TOM)
• Incremental (Release)
roll out of TOM
(technology, people,
process)
• Time boxed delivery –
by country and TOM
Release
• Used metaphors to
explain
Others
• Board agreed - strategic
priority programme
• New robust governance
bodies
➢ Country heads on
Steering Board (focused
on outcome / benefits)
➢ Delivery Board (focused
on output / delivery)
➢ Engaged heavily with
users - collaboration
behaviours at the core

19. Question
So the good practice guidelines and experience exist –
why don’t we adopt / follow good practice guidelines?
❖Your ideas matter
❖Forum responses

20. Governance of Change / Projects
Future

21. Some Topics being worked on
❖Sustainability – climate and biodiversity
❖Beautiful Basics
❖Coffee Machine Governance
❖Value of Governance
❖Governance in the advent of AI
➢Using AI for decisions
➢Controlling AI projects
❖Company reporting on project capability and progress with FRC
❖ Governing Innovation

22. Questions

23. ▪ Project outcomes should receive elevated recognition in company reports.
Shouldn’t they? (apm.org.uk)
▪ Key governance lessons from the UK Vaccine Task Force
▪ Holding project sponsors to account
▪ The project sponsor, a hinge or hinderance to success?
▪ Sponsorship: how to enhance the role within the project profession
▪ Who makes the ideal sponsor and does it matter?
▪ The sponsor role and sponsorship - the way forward webinar
▪ Sponsoring the Thameslink Programme
▪ Who and what is a sponsor in project management?
▪ Effective sponsorship is key to success
Recent Blogs

24. Next Events 1 of 2
16/11/2022 17:00 Directing Change Development Session
14/12/2022 17:00 Directing Change Development Session
18/01/2023 17:00
Barriers to Effective
Governance What happens when Governance goes rogue?
Feb - Date TBC 17:00
Barriers to Effective
Governance Part 1 - What Data Do We Need?
Feb - Date TBC 17:00
Barriers to Effective
Governance
Part 2 -
Nobel prize to project project data analtics, exploring the
barriers prenting effective governance as a key to success.
15/03/2023 17:00 Value of Governance to Project Delivery
19/04/2023 17:00
Beautiful Basics - How to make Governance Relevant to your
project

25. Events 2 of 2
17/05/2023 17:00
Digital Technology &
Effective Governance
Digital Technology & Effective Governance
The triad of Data, Digital Technology and Effective Project Governance,
the keys to Project Success.
21/06/2022 17:00
Governance of Projects, Evolution of over the last 50 years and into the
next 50 years.
19/07/2023 17:00 Applying Good Governance to Programmes
AUGUST SUMMER BREAK
20/09/2023 17:00
Joint Venture Collaborations - A Case study of partnership organisations
in infrastructure delivery
18/10/2023 17:00
The Ethical Dilemma of UK Energy Crisis - A Tough Decision for
Governance

26. Get involved
▪ Enter your name and email address Chair or Secretary via
Apm.org
▪ OR send an email to gopmsig@apm.org.uk stating your interest
▪ We will contact you in due course
▪ Make sure you have allowed us to contact you and sign up to
Governance SIG

27. Thank you!
Next GovSIG event –