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Project Manager : Project Manager Feb March 2012
www.aipm.com.au Project Manager 39 THE OFFICE • THE PMO EXISTS TO FACILITATE PROJECT GOVERNANCE A framework A project governance framework should include: • A project delivery methodology which has defined decision points or gates to authorise moving forward (eg business case approval); • A project delivery environment that ensures decision makers are fully informed (eg a decent business case document, status reports, etc); • An organisational decision forum where one project can be compared to another (eg relative priority setting, resource allocations, etc); • A clear change control framework and approval process with fully defined (and impact assessed) change requests; • Defined thresholds and escalation points that clearly differentiate project manager and steering committee responsibilities; and • A PMO Charter that clearly defines the role of the PMO with respect to governance. The decision makers So back to our program manager friend. Who was really making the decisions on their program? Was it the people who should be making decisions? Were they fully informed or did they get a filtered view? Did the decision-making forum really exist or was the steering committee treated as a stakeholder communications forum? Did the program manager ’s strength of personality override the program governance structure put in place? What about the PMO? The PMO should exist to facilitate project governance. Their role is to help decision makers convene, check the quality of information provided to them and ensure the framework is followed. They also have a subtler role: to analyse and provide opinion over and above the written reports and provide advice to project managers and others. In that respect, they certainly have a role in project governance but should not cross the line into decision making. •••
Project Manager Dec Jan 2012
Project Manager April May 2012