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Project Manager : Project Manager Feb March 2012
38 Project Manager “WHAT DO YOU MEAN there is no governance on my project?” exclaimed the program manager in disgust after reading an independent review report. “ We have a steering committee made up of all the company’s execs, which meets monthly – I know, I chair it! The project budget is managed by me; every change request gets my approval before being actioned. Without me, project managers would just change the forecasts without approval. Schedules, status reports, budget forecasts – all get reviewed by me before being made public. Without me, it would be a disaster. No governance? What a joke!” What is governance? Ask around and you will get many and varied opinions. Most people you ask will reiterate how important it is. So if the lack of governance is considered a common problem, shouldn’t we all share a common view on what governance is? For the purposes of this article, we will limit discussion to project governance and not get into corporate governance or IT governance. We asked the brains trust what project governance was and got varying opinions: • It’s the project management framework we use, it’s about how projects are delivered and the reporting we do; • It’s about the role of the PMO, isn’t it?; • It’s about decision making, particularly the investment decisions; • It’s about reporting and oversight; and • It’s about steering, setting the strategy and direction, and ensuring we deliver. What do the textbooks say? Project governance: • is the management framework within which project decisions are made [Wikipedia]; • is the control framework through which programs deliver their change objectives and remain within corporate visibility and control [OGC]; • provides a comprehensive, consistent method of controlling the project and ensuring its success [PMBOK]; and • is the assignment of decision rights and the accountability framework to encourage desirable behaviour [Gartner]. So who should make decisions on a project? What decisions should a project manager be making? Should the PMO be making decisions around prioritisation and project approvals? Wikipedia’s definition of project governance is quite good: “Project governance is the framework within which project decisions are made”, specifically the decisions. Project governance THE OFFICE THE VIEW FROM THE PMO Martin Vaughan is the Managing Director of Core Consulting Group, a Melbourne- based consulting business specialising in Planning/ Scheduling, Estimating/Cost Management and PMOs. If you’d like to debate or discuss, join the AIPM PMO Special Interest Group or contact your local PMO SIG Chair for more details. ACT: Mike.Kennedy@ fahcsia.gov.au SA: email@example.com VIC: firstname.lastname@example.org MARTIN VAUGHAN MAIPM CPPD
Project Manager Dec Jan 2012
Project Manager April May 2012