The Framework of Project Governance
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===Areas of Organizational Governance=== | ===Areas of Organizational Governance=== | ||
| − | ==Big Idea== | + | ==The Big Idea== |
| − | The | + | The people involved in project governance are the project sponsor, the person who authorizes the project, makes executive decisions, solves problems and conflicts beyond the authority of the project manager. Additionally, the project steering committee or board, which provide senior level guidance to the project, are also involved in the project governance. |
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===Three Pillars of Project Governance=== | ===Three Pillars of Project Governance=== | ||
====Structure==== | ====Structure==== | ||
| + | The structure of project governance refers to the governance committee structure and the project steering committee. The broader governance environment includes various stakeholders and user groups. In some cases, there is a programmed board managing a group of related projects which form a portfolio decision-making group. These committees must lay down a policy and procedure in which decision rights and how they relate are clearly documented. | ||
====People==== | ====People==== | ||
====Information==== | ====Information==== | ||
Revision as of 20:47, 13 February 2018
Contents |
Abstract
Project governance is the establishment of organizational comprehension and circumstances under which delivering and organizing successful projects.[1] Establishing project governance for all projects is an essential element in defining responsibilities and accountabilities in organizational control. Project governance provides a framework for consistent, robust and repeatable decision making which is the governing factor of corporate capital investments. Hence, this offers a structured approach towards assuring businesses to conduct project activities, "business as usual" activities, as well as organizational changes.[2] Project success is the primary objective of all projects; thus the systematic application of suitable methods and a stable relationship with project governance is of vital importance to reach an optimal project success.[3] According to the research article "Project Governance – The Definition and Leadership Dilemma"; a majority of authors on project governance have a background in project management, where they attempt to create the project governance framework through a bottom-up approach. Due to a variety of projects in the industry, the range of stakeholders interest, different values and types, and complexity spectrum, the bottom-up strategy has its limitations when providing concise guidance to managers when executing and enforcing project governance.[4] Based on these observations, the objective of this article sections into three parts; firstly the big idea of project governance will be investigated including the three pillars of project governance. Secondly, practical guidelines of the project governance framework will be illustrated together with the core principles. In conclusion, the structure of limitations concerning the bottom-up approach will be analyzed.
Introduction
Project Context
The elements of the project context include multi-project governance and steering committees, the project management office (PMO), portfolio and programme management, project academy and training programmes, project processes and maturity, as well as learning and attempts to embed project capabilities. According to ISO 21500, governance is the framework by which an organization is directed and controlled.
Areas of Organizational Governance
The Big Idea
The people involved in project governance are the project sponsor, the person who authorizes the project, makes executive decisions, solves problems and conflicts beyond the authority of the project manager. Additionally, the project steering committee or board, which provide senior level guidance to the project, are also involved in the project governance.
Three Pillars of Project Governance
Structure
The structure of project governance refers to the governance committee structure and the project steering committee. The broader governance environment includes various stakeholders and user groups. In some cases, there is a programmed board managing a group of related projects which form a portfolio decision-making group. These committees must lay down a policy and procedure in which decision rights and how they relate are clearly documented.
People
Information
Practical Guidelines
Practical guidelines in relation to the six core principles of project governance.
Core Principles
Limitations
Limitations of the framework will be discussed.
References
- ↑ Rod Beecham. (2011). Project Governance : The Essentials. IT Governance Ltd
- ↑ Xuan Liu and Hai Xie. (2014). Pillars and Principles of the Project Governance. Trans Tech Publications. http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.835.6802
- ↑ Werner Robbert Titus DEENEN. (2007). Project governance - phases and life cycle. Universitaria Press Craiova. http://www.mnmk.ro/documents/2007/2007-24.pdf
- ↑ Michiel C Bekker. (2015). Project Governance – The Definition and Leadership Dilemma. Procedia - Social and Behavioral Sciences. http://findit.dtu.dk/en/catalog/2279869142
