Project Management

Project Governance Principle

This is one of the few project functions which are, at least in part, discharged by meetings, in this case of the project Steering Committee.

Responsibility for governance actions also lies with the project Sponsor and with the Board or Executive Management Team

Objectives

The steering committee and sponsor should know exactly where the project is in terms of:

	achievement
	threat to achievement based on changes to scope, resource, quality and time
	the accumulated cost of the project

It should be be possible for the steering committee and sponsor to know of changes in business priorities and/or stakeholder expectations of the project.

It should be possible to �time out� the project and re-direct and re-charter (redefine the PID) it at any time.

It should be possible to stop the project at any time and know the impact of doing so.

The Process

Company Directors or Executive Managers should:

	Maintain a business strategy
	Prioritise business changes
	Commission changes in projects resulting from changes in the overall business strategy , clarifying a single point of responsibility for each change
	Express the required changes in terms of recognisable required states of the business � events and measures
	Require a simple chart giving regular update on progress of achievement of milestones in major key projects
	Notify a project sponsor immediately where changes in the business outlook may alter the objectives or priority of a major project in progress
	Cancel a project where the changes in business need make them redundant or obsolete.

Projects Sponsors should:

	Identify the project manager/leader
	Communicate the business objectives and any known limits of budget and resource to the project manager, and request a PID (Project Initiation Document). This will cause the initiation work to be done (see Project Initiation guideline).
	Assist the project manager in identifying stakeholders; translating executive aspirations and requirements into recognisable required states of the business � events and measures; and setting up the governance structure
	Give the project manager authority where necessary and as appropriate to get the right priority for use of resources
	Set up an agreed channel of communication with the project manager to be able to refresh authority and resources where necessary and appropriate
	Appoint people to the steering committee
	Set up regular meetings of the steering committee (see template agenda)
	Agree with the project manager the content of progress reporting for the steering committee meetings
	Chair the meetings of the steering committee

Steering Committees should:

	Meet with a frequency to match the project duration. For example, if the project lasts only 6 weeks then monthly meetings cannot effectively control or guide it. The meetings would need to be weekly.
	Ensure that details of progress, threats, solutions, and cost tracking papers are issued to the steering committee by the project manager well before the meeting (i.e. ensuring that all Committee members have time to read and digest all relevant information before the meeting)
	Comprise people who are properly briefed and ready to authorise solutions if appropriate
	Avoid, as much as possible, questions that concern members' understanding of progress, threats and proposed solutions. These should be raised and taken in advance of and off-line from the meeting.

[ Home ] [ Project Definition ] [ Project Failure ] [ Our Approach ] [ Project Management Cycle ] [ Project Organisation ] [ Roles Summary ] [ Project Governance ] [ Project Principles ] [ Project Timeline ] [ Benefits for You ] [ Contents ]

4-consulting 2-8 Millar Crescent, Edinburgh, EH10 5HW
Tel 0131 447 4546 Fax 0131 447 8679
Copyright � 2002 4consulting