Based on the 13 Principles of the Governance of Project Management published by APM (2011). ⢠Two additional points (highlighted) have been added relating ...
Proposed Measurement Instrument for the Governance of Project Management
Based on the 13 Principles of the Governance of Project Management published by APM (2011) Two additional points (highlighted) have been added relating to Project Owner based on (a) recommendations by Zwikael and Smyrk (2012) and (b) recommendations by Ross Garland based on the “Project Executive” role as defined by PRINCE2 and the “Senior Responsible Owner (SRO)” role as defined by MSP (Garland, 2013)
Governance of Project Management #
Statement
In my organization… 01 The board has overall responsibility for the governance of project management. 02 The organisation differentiates between projects and non project-based activities. 03 Roles and responsibilities for the governance of project management are defined clearly. 04 Disciplined governance arrangements, supported by appropriate methods, resources and controls are applied throughout the project life cycle. 05 Every project has a project sponsor who is the single point of accountability in and to the organisation for the successful outcome and benefits from the project. 06 Each project has a project manager who is accountable to the project sponsor for the successful achievement of the project objectives or deliverables. 07 There is a demonstrably coherent and supporting relationship between the overall business strategy and the project portfolio. 08 All projects have an approved plan containing authorisation points at which the business case, inclusive of cost, benefits and risk is reviewed. Decisions made at authorization points are recorded and communicated.
09 Members of delegated authorisation bodies have sufficient representation, competence, authority and resources to enable them to make appropriate decisions. 10 Project business cases are supported by relevant and realistic information that provides a reliable basis for making authorisation decisions. 11 The board or its delegated agents decide when independent scrutiny of projects or project management systems is required and implement such assurance accordingly. 12 There are clearly defined criteria for reporting project status and for the escalation of risks and issues to the levels required by the organisation. 13 The organisation fosters a culture of improvement and of frank internal disclosure of project management information. 14 Project stakeholders are engaged at a level that is commensurate with their importance to the organisation and in a manner that fosters trust. 15 Projects are closed when they are no longer justified as part of the organisation’s portfolio.
References: APM. (2011). Directing Change: A Guide to Governance of Project Management (2nd ed.): Association for Project Management. Available Online at: https://www.apm.org.uk/DirectingChange Garland, R. (2013). Programme and project accountability: the governance of capital investments: The Stationery Office (TSO). Available Online at: http://www.rossgarland.com/publications/ Zwikael, O., & Smyrk, J. (2012). A General Framework for Gauging the Performance of Initiatives to Enhance Organizational Value. British Journal of Management, 23(S1), S6-S22. doi: 10.1111/j.1467-8551.2012.00823.x
