So what is the art of governance?
Well, for a start is more than just ‘management’, and can be applied at a single project level, as a programme level, as a portfolio level, or even at an organisational level.
But the purpose of this website is to focus at project level governance. In particular, when the using the PRINCE2 methodology, the process that relates to governments is the ‘directing a project’ process.
Therefore I make no distinction between the word project governance and project directing.
Effective governance ensures that the project is aligned to the organizations objectives, and it is delivered efficiently while ensuring that major stakeholders (which includes the project board of course) are provided with reliable, relevant and timely information.
In this respect, it can be considered governance of those directing change.
It has been determined by the APM Governance special interest group that there are eleven governance principles that need to be met:
The 11 Governance Principles.
- The project board must have overall responsibility for the governance of project management
- The roles, responsibilities and performance criteria for project management governance must be clearly defined
- The discipline of governments plus methods and controls are applied throughout the project life-cycle
- The project should demonstrate alignment to corporate strategy through its business case
- Projects must have an approved plan showing authorization points, which must be recorded and communicated, when the business case is reviewed and approved.
- The project must provide a framework for effective delegation with sufficient representation, competence, authority plus resources for appropriate decisions to be made.
- The project business case is supported by relevant and realistic information providing a reliable basis for making authorization decisions and informed choices.
- Independent authorized scrutiny of projects and project management systems as part of assurance responsibilities
- There are clearly defined criteria for reporting project status, and for the escalation of risks and issues to the appropriate level of authority
- The organization fast is the culture of improvement and encourages open reporting plus independent assurance structures
- Projects stakeholders fill appropriate roles dependent upon their importance to the organization and success of the project
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