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By Ross Garland
Powerful selection making is a key function of profitable initiatives. useless determination making results in undertaking hold up and failure.Project Governance takes the reader during the logical steps required to set up a venture governance framework for a undertaking or association. beginning with difficulties general of useless venture governance, it develops a suite of ideas designed to beat those difficulties and builds a framework according to those principles.This accomplished advisor explains the best way to populate the framework successfully, offers the accountabilities and tasks of the most roles, and describes tips to combine the undertaking governance framework into the association.
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Additional info for Project Governance: A Practical Guide to Effective Project Decision Making
Sample text
It is unclear what decisions are made at any point in the structure. This is linked to the above issues of responsibility and accountability. • The number of entities involved in the structure indicates significant confusion between the tasks of project decision making, stakeholder management and contract management. It is also suggestive of a consensus approach to decision making. If anything, this structure appears to be a relationship diagram covering interfaces between the various project entities within the organization, including senior executives, contractors, stakeholders, the project team 22 Project governance and project elements such as resources and finance.
Ownership of a project is one of the main concepts that this book discusses. The most fundamental mistake that organizations make in establishing project governance structures is to misunderstand the concept of project ownership. What can happen is that the project is ‘owned’ or ‘driven’ or ‘sponsored’ or ‘championed’ by the group or individual with the responsibility for asset delivery rather than service delivery. Under such arrangements, ownership rests with the project management area and, as is discussed in the next chapter, this is not its rightful place.
The fact that projects primarily deliver services has implications in terms of their ownership and the decision-making framework. Both of these factors determine the project’s direction and definition, and drive its delivery. Ownership of the business service confers the right of ownership of the project that will deliver the service. With project ownership comes project accountability. This has major implications when choosing the individual to be held accountable for the success of the project.