Governance of Project Management - Revision history

Kristbk: /* Project Governance Model */

2019-03-04T18:05:07Z

Project Governance Model

← Older revision		Revision as of 18:05, 4 March 2019
Line 151:		Line 151:

	#'''System Management''' <br />The first and most basic key responsibility is system management. System management refers to the systematic understanding of project governance. It lays the systematic foundation for understanding and possible influencing the wider environment, and for the managing of the project. Therefore, the other key responsibilities all build on the system management and the system understanding gained from it. The elements of system management are divided into two; system thinking as an integrated part of the project culture and a way to approach the solution of complex problems, and the use of a system model based on holistic thinking.		#'''System Management''' <br />The first and most basic key responsibility is system management. System management refers to the systematic understanding of project governance. It lays the systematic foundation for understanding and possible influencing the wider environment, and for the managing of the project. Therefore, the other key responsibilities all build on the system management and the system understanding gained from it. The elements of system management are divided into two; system thinking as an integrated part of the project culture and a way to approach the solution of complex problems, and the use of a system model based on holistic thinking.
	#'''Mission Management''' <br />The second key responsibility is mission management. Mission management is about the governance board directing, controlling and supporting the strategy, structure and cultural elements of a project its management. The tasks within mission management is divided between strategy, structure and culture ~~and is summarised in the following table:..~~.		#'''Mission Management''' <br />The second key responsibility is mission management. Mission management is about the governance board directing, controlling and supporting the strategy, structure and cultural elements of a project its management. The tasks within mission management is divided between strategy, structure and culture.
	#'''Integrity Management''' <br />Integrity management regards the normative aspects of a project. It is suggested to apply a combined approach of recognition ethics and discourse ethical guidelines to asses and resolve challenges threatening the integrity of the project. The recognition ethics is about communicative attitude, interest for legitimate action, differentiated responsibility, and public binding, while discourse ethical guidelines concerns emotional recognition, legal and political recognition, and solidarity.		#'''Integrity Management''' <br />Integrity management regards the normative aspects of a project. It is suggested to apply a combined approach of recognition ethics and discourse ethical guidelines to asses and resolve challenges threatening the integrity of the project. The recognition ethics is about communicative attitude, interest for legitimate action, differentiated responsibility, and public binding, while discourse ethical guidelines concerns emotional recognition, legal and political recognition, and solidarity.
	#'''Extended Stakeholder Management''' <br />The objective of extended stakeholder management is to identify, manage and monitor the many stakeholder involved in a project. It is connected with most of the other key responsibilities, since stakeholder management is important in all aspects of a project. A model for stakeholder management is presented with the following four steps:		#'''Extended Stakeholder Management''' <br />The objective of extended stakeholder management is to identify, manage and monitor the many stakeholder involved in a project. It is connected with most of the other key responsibilities, since stakeholder management is important in all aspects of a project. A model for stakeholder management is presented with the following four steps:

Kristbk: /* Project Governance Organisation */

2019-03-04T18:04:20Z

Project Governance Organisation

← Older revision		Revision as of 18:04, 4 March 2019
Line 22:		Line 22:
	[[File:PGO.png\|thumb\|right\|300px\|Example of a Project Governance Organisation. Inspired by ''Governance of Portfolios, Programs, and Projects: A Practice Guide''<ref name="GoPPP" />]]		[[File:PGO.png\|thumb\|right\|300px\|Example of a Project Governance Organisation. Inspired by ''Governance of Portfolios, Programs, and Projects: A Practice Guide''<ref name="GoPPP" />]]

	The requirements of project governance should be looked at in the context of the project and organisational environment. Three separate scenarios in which a project may be governed are: as a stand-alone project, within a program, or within a portfolio. When considering these three separate scenarios of governing a project, an example of a project governance organisation structure could be as shown in the figure ~~“Example~~ of a Project Governance ~~Organisation”~~.		The requirements of project governance should be looked at in the context of the project and organisational environment. Three separate scenarios in which a project may be governed are: as a stand-alone project, within a program, or within a portfolio. When considering these three separate scenarios of governing a project, an example of a project governance organisation structure could be as shown in the figure ''Example of a Project Governance Organisation''.

	In the case of a project being in a program or a portfolio, the project governance has interactions with the governance of the program or portfolio. When the project is a stand-alone project outside a program or portfolio it has its own, separate governing body. Then organisational leaders, project sponsor, program or portfolio managers, project, program, and portfolio management office (PMO), or other key stakeholders possible involved in the project are members of the project governing body. Next step in the structure is the interactions between this governing body and the project and project manager and then with the involved stakeholders.<ref name="GoPPP" /> As the figure shows, the possibility of other governing bodies interacting with the project and project manager is also a case. This scenario will be addressed in the section of Governance in a Multi-Organisation Environment.		In the case of a project being in a program or a portfolio, the project governance has interactions with the governance of the program or portfolio. When the project is a stand-alone project outside a program or portfolio it has its own, separate governing body. Then organisational leaders, project sponsor, program or portfolio managers, project, program, and portfolio management office (PMO), or other key stakeholders possible involved in the project are members of the project governing body. Next step in the structure is the interactions between this governing body and the project and project manager and then with the involved stakeholders.<ref name="GoPPP" /> As the figure shows, the possibility of other governing bodies interacting with the project and project manager is also a case. This scenario will be addressed in the section of Governance in a Multi-Organisation Environment.

Kristbk: /* Abstract */

2019-03-04T18:03:23Z

Abstract

← Older revision		Revision as of 18:03, 4 March 2019
Line 3:		Line 3:

	It appears that project governance is an ambiguous concept that suffer under a lack of an agreed on, generally accepted definition. This leads to the organisations developing their own understanding or interpretation of the concept of project governance, which fit their individually perspectives <ref name="Kelly"> Kelly, É. V. (2010). Governance rules! The principles of effective project governance. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute. </ref>. However, different frameworks, principles and models have been established to guide project governance in an organisation. The three addressed in this article are; a practice guide to project governance framework implementation provided by Project Management Institute (PMI)<ref name="GoPPP"> Project Management Institute (2016). ''Governance of Portfolios, Programs, and Projects: A Practice Guide''. PMI </ref>, the thirteen principles of project governance which will help an organisation to avoid project failures developed by Association for Project Management (APM)<ref name="APM"> Association for Project Management (2011). ''Directing Change – A guide to governance of project management''. 2nd edition, APM </ref>, and the Project Governance Model for non-profit organisations proposed by Patrick S. Renz <ref name="Renz"> Renz, Patrick S. (2007). ''Project Governance - Implementing Corporate Governance and Business Ethics in Nonprofit Organizations''. Physica-Verlag HD </ref>.		It appears that project governance is an ambiguous concept that suffer under a lack of an agreed on, generally accepted definition. This leads to the organisations developing their own understanding or interpretation of the concept of project governance, which fit their individually perspectives <ref name="Kelly"> Kelly, É. V. (2010). Governance rules! The principles of effective project governance. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute. </ref>. However, different frameworks, principles and models have been established to guide project governance in an organisation. The three addressed in this article are; a practice guide to project governance framework implementation provided by Project Management Institute (PMI)<ref name="GoPPP"> Project Management Institute (2016). ''Governance of Portfolios, Programs, and Projects: A Practice Guide''. PMI </ref>, the thirteen principles of project governance which will help an organisation to avoid project failures developed by Association for Project Management (APM)<ref name="APM"> Association for Project Management (2011). ''Directing Change – A guide to governance of project management''. 2nd edition, APM </ref>, and the Project Governance Model for non-profit organisations proposed by Patrick S. Renz <ref name="Renz"> Renz, Patrick S. (2007). ''Project Governance - Implementing Corporate Governance and Business Ethics in Nonprofit Organizations''. Physica-Verlag HD </ref>.


	~~<ref name="PMI" />~~
	~~<ref name="PRINCE" />~~
	~~<ref name="Renz" />~~
	~~<ref name="Muller" />~~
	~~<ref name="APM" />~~
	~~<ref name="Kelly" />~~
	~~<ref name="GoPPP" />~~

	== Project Governance ==		== Project Governance ==

Kristbk: /* Limitations */

2019-03-04T18:03:03Z

Limitations

← Older revision		Revision as of 18:03, 4 March 2019
Line 183:		Line 183:
	== Limitations ==		== Limitations ==

	The main limitation of project governance is the lack of a clear definition of the concept.<ref name="Kelly" /> This creates the question of what good governance is. This article provides three different approaches to implement governance at the project level, but it is up to the individual organisations to interpret the methods and make them fit their needs. Governance structures and processes are only the tools needed to achieve good governance; they do not represent good governance. <ref name="EP" />		The main limitation of project governance is the lack of a clear definition of the concept.<ref name="Kelly" /> This creates the question of what good governance is. This article provides three different approaches to implement governance at the project level, but it is up to the individual organisations to interpret the methods and make them fit their needs. Governance structures and processes are only the tools needed to achieve good governance; they do not represent good governance. <ref name="EP"> Too, Eric G. and Weaver, Patrick (2013). ''The management of project management: A conceptual framework for project governance''. International Journal of Project Management </ref>

	One of the main goals of project governance is to create frameworks which are accountable and more visible. However, this may increase fear and resistance for the people involved, and thus in practice accountability could cause frustration for managers and generate confusion within organisations.<ref name="EP" /> Furthermore, it has been argued that a focus on tools and frameworks is insufficient to guarantee effective project governance. <ref name="EP" /> If governance is not well implemented and communicated in an organisation, misunderstandings regarding governance being about process and control arise. For example, conflict may occur when the same people have an organisational responsibility for ensuring that the project meets its objectives and for overseeing the same processes. Therefore, the need for clearly defined roles, responsibilities and relationships between governance and the project management is important.		One of the main goals of project governance is to create frameworks which are accountable and more visible. However, this may increase fear and resistance for the people involved, and thus in practice accountability could cause frustration for managers and generate confusion within organisations.<ref name="EP" /> Furthermore, it has been argued that a focus on tools and frameworks is insufficient to guarantee effective project governance. <ref name="EP" /> If governance is not well implemented and communicated in an organisation, misunderstandings regarding governance being about process and control arise. For example, conflict may occur when the same people have an organisational responsibility for ensuring that the project meets its objectives and for overseeing the same processes. Therefore, the need for clearly defined roles, responsibilities and relationships between governance and the project management is important.

Kristbk at 18:00, 4 March 2019

2019-03-04T18:00:57Z

← Older revision		Revision as of 18:00, 4 March 2019
Line 4:		Line 4:
	It appears that project governance is an ambiguous concept that suffer under a lack of an agreed on, generally accepted definition. This leads to the organisations developing their own understanding or interpretation of the concept of project governance, which fit their individually perspectives <ref name="Kelly"> Kelly, É. V. (2010). Governance rules! The principles of effective project governance. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute. </ref>. However, different frameworks, principles and models have been established to guide project governance in an organisation. The three addressed in this article are; a practice guide to project governance framework implementation provided by Project Management Institute (PMI)<ref name="GoPPP"> Project Management Institute (2016). ''Governance of Portfolios, Programs, and Projects: A Practice Guide''. PMI </ref>, the thirteen principles of project governance which will help an organisation to avoid project failures developed by Association for Project Management (APM)<ref name="APM"> Association for Project Management (2011). ''Directing Change – A guide to governance of project management''. 2nd edition, APM </ref>, and the Project Governance Model for non-profit organisations proposed by Patrick S. Renz <ref name="Renz"> Renz, Patrick S. (2007). ''Project Governance - Implementing Corporate Governance and Business Ethics in Nonprofit Organizations''. Physica-Verlag HD </ref>.		It appears that project governance is an ambiguous concept that suffer under a lack of an agreed on, generally accepted definition. This leads to the organisations developing their own understanding or interpretation of the concept of project governance, which fit their individually perspectives <ref name="Kelly"> Kelly, É. V. (2010). Governance rules! The principles of effective project governance. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute. </ref>. However, different frameworks, principles and models have been established to guide project governance in an organisation. The three addressed in this article are; a practice guide to project governance framework implementation provided by Project Management Institute (PMI)<ref name="GoPPP"> Project Management Institute (2016). ''Governance of Portfolios, Programs, and Projects: A Practice Guide''. PMI </ref>, the thirteen principles of project governance which will help an organisation to avoid project failures developed by Association for Project Management (APM)<ref name="APM"> Association for Project Management (2011). ''Directing Change – A guide to governance of project management''. 2nd edition, APM </ref>, and the Project Governance Model for non-profit organisations proposed by Patrick S. Renz <ref name="Renz"> Renz, Patrick S. (2007). ''Project Governance - Implementing Corporate Governance and Business Ethics in Nonprofit Organizations''. Physica-Verlag HD </ref>.


	~~<ref name="PRINCE"> AXELOS (2017). ''Managing Successful Projects with PRINCE2''. 6th edition, TSO (The Stationery Office) </ref>~~

	~~<ref name="Muller"> Müller, Ralf (2011). ''Project Governance''. Volume 12, Issue 5, Upgrade: The European Journal for the Informatics Professional </ref>~~

	<ref name="PMI" />		<ref name="PMI" />
Line 88:		Line 84:
	[[File:Multi.png\|thumb\|right\|250px\|Multiple Governances in a Project. Inspired by ''Project Governance'' by Patrick S. Renz<ref name="Renz" />]]		[[File:Multi.png\|thumb\|right\|250px\|Multiple Governances in a Project. Inspired by ''Project Governance'' by Patrick S. Renz<ref name="Renz" />]]

	In the case where a project has a multiple governing organisation it is even more important to define and clarify project governance. Such a case would typically be on a larger, more complex project where responsibilities will be distributed among a larger set of people.<ref name="PRINCE" /> It could be that the project receive financial or in-kind contributions from several sources, e.g. the government, the target group, or other donors, which will arise the question of whose responsibility it is to govern the project.<ref name="Renz" /> In this case the relationship between the project management and the governance is more complicated than in the one-to-one scenario since some roles and responsibilities are being shared. Therefore, the primary concern in a multi-organisation environment is to ensure clarification of individual accountabilities, limits of delegation and authority, and governance within the project.<ref name="PRINCE" />		In the case where a project has a multiple governing organisation it is even more important to define and clarify project governance. Such a case would typically be on a larger, more complex project where responsibilities will be distributed among a larger set of people.<ref name="PRINCE"> AXELOS (2017). ''Managing Successful Projects with PRINCE2''. 6th edition, TSO (The Stationery Office) </ref> It could be that the project receive financial or in-kind contributions from several sources, e.g. the government, the target group, or other donors, which will arise the question of whose responsibility it is to govern the project.<ref name="Renz" /> In this case the relationship between the project management and the governance is more complicated than in the one-to-one scenario since some roles and responsibilities are being shared. Therefore, the primary concern in a multi-organisation environment is to ensure clarification of individual accountabilities, limits of delegation and authority, and governance within the project.<ref name="PRINCE" />

	== Implementing Governance at a Project Level ==		== Implementing Governance at a Project Level ==
Line 138:		Line 134:
	[[File:GoPP.png\|thumb\|250px\|Link Between Corporate Governance and Project Managment. Inspired by ''Directing Change - A Guide to Governance of Project Management''<ref name="GoPPP" />]]		[[File:GoPP.png\|thumb\|250px\|Link Between Corporate Governance and Project Managment. Inspired by ''Directing Change - A Guide to Governance of Project Management''<ref name="GoPPP" />]]

	The Association of Project Management (APM) has provided a guide that outlines 13 principles for governance of project management. The governance of project management is the link between the corporate governance and the activities of project management within an organisation as shown in the figure ''Link Between Corporate Governance and Project Management''. At the corporate level in an organisation, governance begins with the “board of directors” defining the objectives of the company and the role of projects in attaining these objectives. <ref name="Muller" /> Corporate governance also involves the relationships between the organisation’s board, management, shareholders, and other stakeholders. .<ref name="APM" /> <ref name="Kelly" /> Since the guide focuses on the coherence between corporate governance and project management processes, it is targeted the corporate level of an organisation and is formed as a “check-list” for the board of directors.<ref name="APM" />		The Association of Project Management (APM) has provided a guide that outlines 13 principles for governance of project management. The governance of project management is the link between the corporate governance and the activities of project management within an organisation as shown in the figure ''Link Between Corporate Governance and Project Management''. At the corporate level in an organisation, governance begins with the “board of directors” defining the objectives of the company and the role of projects in attaining these objectives. <ref name="Muller"> Müller, Ralf (2011). ''Project Governance''. Volume 12, Issue 5, Upgrade: The European Journal for the Informatics Professional </ref> Corporate governance also involves the relationships between the organisation’s board, management, shareholders, and other stakeholders. .<ref name="APM" /> <ref name="Kelly" /> Since the guide focuses on the coherence between corporate governance and project management processes, it is targeted the corporate level of an organisation and is formed as a “check-list” for the board of directors.<ref name="APM" />

	The 13 principles are as listed below: <ref name="APM" />		The 13 principles are as listed below: <ref name="APM" />

Kristbk: /* 13 Principles to Avoid Project Failure */

2019-03-04T17:58:14Z

13 Principles to Avoid Project Failure

← Older revision		Revision as of 17:58, 4 March 2019
Line 138:		Line 138:
	[[File:GoPP.png\|thumb\|250px\|Link Between Corporate Governance and Project Managment. Inspired by ''Directing Change - A Guide to Governance of Project Management''<ref name="GoPPP" />]]		[[File:GoPP.png\|thumb\|250px\|Link Between Corporate Governance and Project Managment. Inspired by ''Directing Change - A Guide to Governance of Project Management''<ref name="GoPPP" />]]

	The Association of Project Management (APM) has provided a guide that ~~identify~~ 13 principles for governance of project management. The governance of project management is the link between the corporate governance and the activities of project management within an organisation (as shown in ~~figure…). (The governance of project management is a subset of~~ the ~~activities involved with corporate governance like shown in the figure…)~~. At the corporate level in an organisation, governance begins with the “board of directors” defining the objectives of the company and the role of projects in attaining these objectives. <ref name="Muller" /> Corporate governance also involves the relationships between the organisation’s board, management, shareholders, and other stakeholders. .<ref name="APM" /> <ref name="Kelly" /> Since the guide focuses on the coherence between corporate governance and project management processes, it is targeted the corporate level of an organisation and is formed as a “check-list” for the board of directors.<ref name="APM" />		The Association of Project Management (APM) has provided a guide that outlines 13 principles for governance of project management. The governance of project management is the link between the corporate governance and the activities of project management within an organisation as shown in the figure ''Link Between Corporate Governance and Project Management''. At the corporate level in an organisation, governance begins with the “board of directors” defining the objectives of the company and the role of projects in attaining these objectives. <ref name="Muller" /> Corporate governance also involves the relationships between the organisation’s board, management, shareholders, and other stakeholders. .<ref name="APM" /> <ref name="Kelly" /> Since the guide focuses on the coherence between corporate governance and project management processes, it is targeted the corporate level of an organisation and is formed as a “check-list” for the board of directors.<ref name="APM" />

	The 13 principles are as listed below: <ref name="APM" />		The 13 principles are as listed below: <ref name="APM" />

Kristbk: /* Project Governance */

2019-03-04T17:55:47Z

Project Governance

← Older revision		Revision as of 17:55, 4 March 2019
Line 19:		Line 19:
	== Project Governance ==		== Project Governance ==

	~~When talking about~~ governance it is ~~important to differentiate between the several different types~~ that ~~may exist. These include organisational~~ governance~~, organisational~~ project management (~~OPM~~) ~~governance~~, and ~~portfolio~~, ~~program~~ and ~~project governance~~<ref name="PMI" />. ~~This article~~ will ~~mainly focus on~~ the ~~governance~~ at a ~~project level~~.		The main difference between governance at the project level and governance at the portfolio or program level is that project governance provides guidance and oversight for project management activities in order to deliver a product, service, or result. <ref name="GoPPP" /> Project governance is in the standard of Project Management Institute (PMI) defined as “the framework, functions, and processes that guide project management activities in order to create a unique product, service, or result to meet organizational, strategic, and operational goals”.<ref name="PMI" /> Governance framework refers to the four governance domains; alignment, risk, performance, and communication, with functions; oversight, control, integration and decision making, processes and activities for projects. The project governance framework will be further elaborated in the section of Implementation of Governance at the Project Level together with principles to avoid project failure and a proposed Project Governance Model.

	~~The main difference between~~ governance at a project ~~level~~ and ~~governance at a portfolio or program level is that~~ project governance ~~provides~~ guidance and ~~oversight for project management activities in order to deliver a~~ product, ~~service~~, ~~or result~~. <ref name="GoPPP" /> ~~Project governance is~~ in the ~~standard of Project Management Institute (PMI) defined as “the framework, functions, and processes that guide~~ project ~~management activities in order to create a unique product, service, or result to meet organizational, strategic, and operational goals”.~~<ref name="PMI" /> Governance framework refers to the four governance domains; alignment, risk, performance, and communication, with functions; oversight, control, integration and decision making, processes and activities for projects. The project governance framework will be further elaborated in the section of Implementation of Governance at a Project Level together with principles to avoid project failure and the Project Governance Model (for non-profit organisations).		Project governance is needed to ensure appropriate engagement of stakeholders and to guide and oversee the management of a project execution. It helps overcoming some of the challenges that may occur in the process of meeting the competing objectives of the project Triple Constraint: time, cost, and scope. In the everyday changing and dynamic business environment, project governance should provide guidance for inputs, validations of projects and product requirements, effective execution, and the quality of the results. <ref name="GoPPP" /> To achieve this there are several processes that should be included in the project governance: <ref name="PMI" />

	Project governance is needed to ensure appropriate engagement of stakeholders and to guide and oversee the management of a project execution. It helps overcoming some of the challenges that may occur in the process of meeting the competing objectives of the project Triple Constraint: time, cost, and scope. In the every day changing and dynamic business environment, project governance should provide guidance for inputs, validations of projects and product requirements, effective execution, and the quality of the results. <ref name="GoPPP" /> To achieve this there are several processes that should be included in the project governance:

	*Guiding an overseeing the management of project work by appropriate involvement in projects and interactions with the project manager on a regular basis		*Guiding and overseeing the management of project work by appropriate involvement in projects and interactions with the project manager on a regular basis
	*Getting the appropriate people involved and ensuring engagement of the stakeholders		*Getting the appropriate people involved and ensuring engagement of the stakeholders
	*Ensuring adherence to policies, standards, and guidelines		*Ensuring adherence to policies, standards, and guidelines
Line 36:		Line 35:
	[[File:PGO.png\|thumb\|right\|300px\|Example of a Project Governance Organisation. Inspired by ''Governance of Portfolios, Programs, and Projects: A Practice Guide''<ref name="GoPPP" />]]		[[File:PGO.png\|thumb\|right\|300px\|Example of a Project Governance Organisation. Inspired by ''Governance of Portfolios, Programs, and Projects: A Practice Guide''<ref name="GoPPP" />]]

	The requirements of project governance should be looked at in the context of the project and organisational environment. If three separate scenarios of governing a project ~~is looked at~~, an example of a project governance organisation structure could be as shown in figure ….		The requirements of project governance should be looked at in the context of the project and organisational environment. Three separate scenarios in which a project may be governed are: as a stand-alone project, within a program, or within a portfolio. When considering these three separate scenarios of governing a project, an example of a project governance organisation structure could be as shown in the figure “Example of a Project Governance Organisation”.

	~~The three scenarios in which a project may be governed are: as a stand-alone project, within a program, or within a portfolio.~~ In the case of a project being in a program or a portfolio, the project governance has interactions with the governance of the program or portfolio. When the project is a stand-alone project outside a program or portfolio it has its own, separate governing body. Then organisational leaders, project sponsor, program or portfolio managers, project, program, and portfolio management office (PMO), or other key stakeholders possible involved in the project are members of the project governing body. Next step in the structure is the interactions between this governing body and the project and project manager and then with the involved stakeholders.<ref name="GoPPP" /> As the figure shows, the possibility of other governing bodies interacting with the project and project manager is also a case. This scenario will be addressed in the ~~next~~ section.		In the case of a project being in a program or a portfolio, the project governance has interactions with the governance of the program or portfolio. When the project is a stand-alone project outside a program or portfolio it has its own, separate governing body. Then organisational leaders, project sponsor, program or portfolio managers, project, program, and portfolio management office (PMO), or other key stakeholders possible involved in the project are members of the project governing body. Next step in the structure is the interactions between this governing body and the project and project manager and then with the involved stakeholders.<ref name="GoPPP" /> As the figure shows, the possibility of other governing bodies interacting with the project and project manager is also a case. This scenario will be addressed in the section of Governance in a Multi-Organisation Environment.

	There are many different responsibilities concerning project governance for the implicated in a project. The key project governance roles are the governing body, the project sponsor, the project manager, other key stakeholders and the PMO, but there may be additional roles depending on the complexity of the project. It is of most importance that the project governance come up with a plan which identify and describe the roles and responsibilities in a project. The roles and their responsibilities ~~are~~ described by PMI ~~as:~~<ref name="GoPPP" />		There are many different responsibilities concerning project governance for the implicated in a project. The key project governance roles are the governing body, the project sponsor, the project manager, other key stakeholders and the PMO, but there may be additional roles depending on the complexity of the project. It is of most importance that the project governance come up with a plan which identify and describe the roles and responsibilities in a project. The roles and their responsibilities as described by PMI<ref name="GoPPP" /> are shown in the table below:


Line 89:		Line 88:
	[[File:Multi.png\|thumb\|right\|250px\|Multiple Governances in a Project. Inspired by ''Project Governance'' by Patrick S. Renz<ref name="Renz" />]]		[[File:Multi.png\|thumb\|right\|250px\|Multiple Governances in a Project. Inspired by ''Project Governance'' by Patrick S. Renz<ref name="Renz" />]]

	In the case where a project has multiple governing organisation it is even more important to define and clarify project governance. Such a case would typically be on a larger, more complex project where responsibilities will be distributed among a larger set of people.<ref name="PRINCE" /> It could be that the project receive financial or in-kind contributions from several sources, e.g. the government, the target group, or other donors, which will arise the question of whose responsibility it is to govern the project.<ref name="Renz" /> In this case the relationship between the project management and the governance is more complicated than in the one-to-one scenario since some roles and responsibilities are being shared. Therefore, the primary concern in a multi-organisation environment is to ensure clarification of individual accountabilities, limits of delegation and authority, and governance within the project.<ref name="PRINCE" />		In the case where a project has a multiple governing organisation it is even more important to define and clarify project governance. Such a case would typically be on a larger, more complex project where responsibilities will be distributed among a larger set of people.<ref name="PRINCE" /> It could be that the project receive financial or in-kind contributions from several sources, e.g. the government, the target group, or other donors, which will arise the question of whose responsibility it is to govern the project.<ref name="Renz" /> In this case the relationship between the project management and the governance is more complicated than in the one-to-one scenario since some roles and responsibilities are being shared. Therefore, the primary concern in a multi-organisation environment is to ensure clarification of individual accountabilities, limits of delegation and authority, and governance within the project.<ref name="PRINCE" />

	== Implementing Governance at a Project Level ==		== Implementing Governance at a Project Level ==

Kristbk: /* Abstract */

2019-03-04T17:54:06Z

Abstract

← Older revision		Revision as of 17:54, 4 March 2019
Line 2:		Line 2:
	When considering governance, it is important to differentiate between the several different types that may exist. These include organisational governance, organisational project management (OPM) governance, and portfolio, program and project governance <ref name="PMI"> Project Management Institute (2017). ''A guide to the Project Management. Body of Knowledge (PMBOK guide)''. 6th Edition, PMI </ref>. This article will mainly focus on governance at the project level.		When considering governance, it is important to differentiate between the several different types that may exist. These include organisational governance, organisational project management (OPM) governance, and portfolio, program and project governance <ref name="PMI"> Project Management Institute (2017). ''A guide to the Project Management. Body of Knowledge (PMBOK guide)''. 6th Edition, PMI </ref>. This article will mainly focus on governance at the project level.

	It appears that project governance is an ambiguous concept that suffer under a lack of an agreed on, generally accepted definition. This leads to the organisations developing their own understanding or interpretation of the concept, project governance, which fit their individually perspectives <ref name="Kelly"> Kelly, É. V. (2010). Governance rules! The principles of effective project governance. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute. </ref>. However, different frameworks, principles and models ~~has~~ been established to guide project governance in an organisation. The three addressed in this article are; a practice guide to project governance framework implementation provided by Project Management Institute (PMI)<ref name="GoPPP"> Project Management Institute (2016). ''Governance of Portfolios, Programs, and Projects: A Practice Guide''. PMI </ref>, the thirteen principles of project governance which will help an organisation to avoid project failures developed by Association for Project Management (APM)<ref name="APM"> Association for Project Management (2011). ''Directing Change – A guide to governance of project management''. 2nd edition, APM </ref>, and the Project Governance Model for non-profit organisations proposed by Patrick S. Renz <ref name="Renz"> Renz, Patrick S. (2007). ''Project Governance - Implementing Corporate Governance and Business Ethics in Nonprofit Organizations''. Physica-Verlag HD </ref>.		It appears that project governance is an ambiguous concept that suffer under a lack of an agreed on, generally accepted definition. This leads to the organisations developing their own understanding or interpretation of the concept of project governance, which fit their individually perspectives <ref name="Kelly"> Kelly, É. V. (2010). Governance rules! The principles of effective project governance. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute. </ref>. However, different frameworks, principles and models have been established to guide project governance in an organisation. The three addressed in this article are; a practice guide to project governance framework implementation provided by Project Management Institute (PMI)<ref name="GoPPP"> Project Management Institute (2016). ''Governance of Portfolios, Programs, and Projects: A Practice Guide''. PMI </ref>, the thirteen principles of project governance which will help an organisation to avoid project failures developed by Association for Project Management (APM)<ref name="APM"> Association for Project Management (2011). ''Directing Change – A guide to governance of project management''. 2nd edition, APM </ref>, and the Project Governance Model for non-profit organisations proposed by Patrick S. Renz <ref name="Renz"> Renz, Patrick S. (2007). ''Project Governance - Implementing Corporate Governance and Business Ethics in Nonprofit Organizations''. Physica-Verlag HD </ref>.

Kristbk: /* Limitations */

2019-03-04T17:52:54Z

Limitations

← Older revision		Revision as of 17:52, 4 March 2019
Line 191:		Line 191:
	The main limitation of project governance is the lack of a clear definition of the concept.<ref name="Kelly" /> This creates the question of what good governance is. This article provides three different approaches to implement governance at the project level, but it is up to the individual organisations to interpret the methods and make them fit their needs. Governance structures and processes are only the tools needed to achieve good governance; they do not represent good governance. <ref name="EP" />		The main limitation of project governance is the lack of a clear definition of the concept.<ref name="Kelly" /> This creates the question of what good governance is. This article provides three different approaches to implement governance at the project level, but it is up to the individual organisations to interpret the methods and make them fit their needs. Governance structures and processes are only the tools needed to achieve good governance; they do not represent good governance. <ref name="EP" />

	One of the main goals of project governance is to create frameworks which are accountable and more visible. However, this may increase fear and resistance for the people involved, and thus in practice accountability could cause frustration for managers and generate confusion within organisations.<ref name="EP" /> Furthermore, it has been argued that a focus on tools and frameworks is insufficient to guarantee effective project governance. <ref name="EP" /> If governance is not well implemented and communicated in an organisation, misunderstandings regarding governance being about process and control ~~can~~ occur.		One of the main goals of project governance is to create frameworks which are accountable and more visible. However, this may increase fear and resistance for the people involved, and thus in practice accountability could cause frustration for managers and generate confusion within organisations.<ref name="EP" /> Furthermore, it has been argued that a focus on tools and frameworks is insufficient to guarantee effective project governance. <ref name="EP" /> If governance is not well implemented and communicated in an organisation, misunderstandings regarding governance being about process and control arise. For example, conflict may occur when the same people have an organisational responsibility for ensuring that the project meets its objectives and for overseeing the same processes. Therefore, the need for clearly defined roles, responsibilities and relationships between governance and the project management is important.

	== Annotated bibliography ==		== Annotated bibliography ==

Kristbk: /* Limitations */

2019-03-04T17:43:51Z

Limitations

← Older revision		Revision as of 17:43, 4 March 2019
Line 188:		Line 188:

	== Limitations ==		== Limitations ==

			The main limitation of project governance is the lack of a clear definition of the concept.<ref name="Kelly" /> This creates the question of what good governance is. This article provides three different approaches to implement governance at the project level, but it is up to the individual organisations to interpret the methods and make them fit their needs. Governance structures and processes are only the tools needed to achieve good governance; they do not represent good governance. <ref name="EP" />

			One of the main goals of project governance is to create frameworks which are accountable and more visible. However, this may increase fear and resistance for the people involved, and thus in practice accountability could cause frustration for managers and generate confusion within organisations.<ref name="EP" /> Furthermore, it has been argued that a focus on tools and frameworks is insufficient to guarantee effective project governance. <ref name="EP" /> If governance is not well implemented and communicated in an organisation, misunderstandings regarding governance being about process and control can occur.

	== Annotated bibliography ==		== Annotated bibliography ==