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Governance of Project
Management
1
APM Governance SIG
2
Agenda
APM Governance SIG
What is Governance of PM and why is it important?
Core Principles of Governance
Governance Structure & key roles
Behaviour
Case Studies
Get involved
APM Governance SIG
3
Governance SIG
Objectives
Be the UK focus
Advance understanding
Contribute to good practice
Influence national and
international standard making
authorities
Influence those operationally
responsible
Develop ambassadors and
exemplars of excellence
4….in the governance of project management (change)
Activities
Engagement – CxO level
as well as APM members
Conferences and Seminars
Publications
Influence of, and
contribution to, standards
Directing Change
2nd edition 2011
Update for 2017
5
Governance of Co-
owned Projects
2017
Sponsoring Change
Update for 2017
Free to APM members at www.apm.org.uk/memberdownloads
GovSIG Publications
Agile Governance
2016
Why is Good Governance important?
Key success factor for project outcomes
Competitive advantage for businesses
Provides for internal controls
Externally, it reassures stakeholders that their money is
being invested well
Good governance is increasingly demanded by
shareholders, government and regulators
To comply with external regulations and legislation (e.g.
the UK Corporate Governance Code and Sarbanes-Oxley
in the USA).
6
UK Code ….“comply or explain”
7
“No such thing as failed projects, only failed governance” Andrew Bragg – Former CEO APM
Recent Research
8
“poor performance results in organisations
wasting $109m in every $1bn invested in
projects”
“high performing organisations
successfully complete 89% of their
projects, while low performers complete
only 36% successfully”
“Fit-for-purpose governance strongly
influences project and programme
success”
“higher performance is correlated with
higher maturity”.
“there is a highly
visible disconnect
between Executive
Teams and Project
Managers”
“C-Suite are often
missing in action”.
Misalignment of ‘Run the
business’ and ‘Change
the business’ results in
‘wastage’ of resources
“only 62% of programmes have an established
or mature link between programme objectives
and organisational strategy and only 50% of the
respondents felt that the boundaries of their
organisations portfolio were clearly defined and
decision making well supported”
“Just 42% of companies reported having high alignment of
projects and organisational strategy”
“Companies with high degrees of alignment have more
successful projects (69%) compares with companies with low
alignment (45%)”
“80% of the projects
with active sponsors
reported a success rate
of 75%, which is much
higher than the
average”
“actively engaged
sponsors is the top
driver of project
success”
Sources:
2014 PMI Pulse Survey
PwC 2104 Global Survey
PwC 2012 Global Survey
APM Factors for Project Success 2014
GovSIG Benchmarking
“only 38% of programmes
had established processes
to identify benefits at the
outset”
“only 20% had robust
benefits measurement
processes in place during
implementation”
“lower value projects
are more successful
than large more
complicated projects”
“of the success factors, ‘delivery to
time’ showed the least success”
“62% of portfolios do not have
benefits in the sponsor’s personal
performance targets”
“Only 57% of sponsors had
received sponsor training”
Directing Change Principles - 1
9
Directing Change Principles - 2
10
SPONSORSHIP
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Attributes of Successful Project Sponsorship
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Project Sponsor effectiveness = best single predicator of
project success or failure
Appoint a named Sponsor early in the project lifecycle
Critical success attributes:
1. Support
2. Continuity
3. Alignment
Personal Attributes:
1. Understanding
2. Competence
3. Credibility
4. Commitment
5. Engagement
Questions1. Checklists or descriptions
Which are most helpful?
2. What is the biggest single impediment to
sponsorship in your environment?
3. Most misunderstood aspect of Sponsorship within
your experience?
4. What are the most important aspects to consider
when choosing a sponsor?
13
Governance of Agile
Working
14
Guidance to the Governance of
Agile Project Management
Directing Agile
Change
Why we need a Guide for Governance
of Agile Project Management
Growingly popular topic in P3M
Guide produced in response to requests
Mythology about Agile scares the Board
Help to explain the change in mind set needed
Who is it for?
All Those involved in governance of all change initiatives
Boards
Organisation, Society, Programme and Project
Influencers of the Board
E.g. assurers, portfolio managers
Sponsors
Stage gate reviewers
Programme and Project Managers
Iterative Delivery
Collaborative Behaviour
Decisions at the work face
New measures of progress
Agile - The Essential Difference
It’s a different mindset
Discipline is still required (business case, requirements,
configuration, etc.)
A Fad? - No
Agile is not the only way
Not just for software
Agile only works for small projects
Need to adjust existing governance processes
The Myths
More listed in guide
Some Principles This is the governance of PM
not how to do Agile
Waterfall vs Agile - how to decide
Directing Change is a valid basis for PM Governance
Incremental delivery
Collaboration
Just Enough Definition
Learn as you go
Key Roles and Techniques
Key Roles (major transformation)
Business (Programme) Sponsor
Business Visionary (or Product owner)
Programme Manager
Technical Co-ordinator or Business Architect
Project Manager or Scrum Master
Business Change owner / lead
Agile Coach
Business Process Analysts
Tools / Techniques
DSDM Atern
SCRUM
Lean
KanBan
MoSCow
Timeboxing
When to Consider Agile
Leadership not Direction
New Behaviour is paramount to improve
Organisational Culture
Agile Training is essential
Board, PM, Sponsor and team
The team is driving and making decisions
Thinking not management rote
Some Hints and Tips
Behaviour & Culture
Board
Support strongly, stay back, set clear objectives
Empower
Project Sponsor / Product Owner
Engage, embrace, enjoy (and dedicate time as
part of team)
Project Manager / Delivery Lead
Delegate, collaborate, remove blockages
Build and empower the team
The Lists in the Guide
Not a check list!! Comply or explain?
To your own satisfaction, this is Guidance not a
Recipe
Your choices matter
As a Board
As a Sponsor
As Project Manager
As an independent reviewer
Paperback: 246x189mm, 2016
Publisher: APM
Author: APM Governance
Specific Interest Group
ISBN 978-1-903494-60-8
Publication date: September
2016
Price: £15.00
Discount: 10% off for APM
members
APM members should contact
Turpin Distribution on +44
(0)1767 604951 to receive their
10% discount
via APM Website
Where to get it
Governance of Co-Owned Projects
New Guide
Originally Published as
Co-Directing Change
2007
Revised with New Title
January 2017
27
What are Co-Owned Projects
28
Principles
Formal Arrangements
Agreements
Flexibility and Change Management
o Unified European Patent example
o Germany joining Eurodass
o Voting Rights
Benefits and Rights
o Risk Appetite
o Risk
29
Principles 2
Co-Owner to Co-Owner due Diligence
Mutually Accepted Business Cases
o Risk
Co-Owners legal & Governance Compatibility
o Decision Making Points and Delays due to
leapfrogging
Co-Owners standing Culture and Capability
o Ethics
30
Principles 3
Working Arrangements
Reporting
o Metrics
o External requirements
Assurance and transparency
o Independence agreements
Stakeholder relationships
o Internal and External
Trust collaboration and value maximisation
o Formal and Informal arrangements
31
Getting Involved
32
Getting Involved with GovSIG
Join APM GovSIG
Blogging
Research
Active Committee
New guides Sponsorship and Directing Change
III in 2017
Interact with other groups
33
Sposnorship
34
Why does every project
need a sponsor?
Separation of Decision Making
Objectives, appointment of the
PM, Start/ stop
Accountability for benefits
After the project has delivered
Oversight of the PM function
Challenge
Stakeholder Management
So What is a Sponsor Like?
Supportive, Long Term, Aligned
with the Organisation.
A Leader
Understands the Project,
Credible
Wise
Engaged
What the sponsor does for the Organisation
Leads the whole change in
alignment with the strategies
Keeps the project in line
Risk,
Behaviour
Benefits
Liaises with others on behalf of
the project
What the sponsor does for the PM
Decides in the business context
Ensures the project is suported
Supports and challenges the PM
Godfather/ Nurse/Scout/?????
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