Project Governance: A Practical Guide to Effective Project Decision Making

✍ Scribed by Ross Garland

• Publisher: Kogan Page
• Year: 2009
• Tongue: English
• Leaves: 225
• Category: Library

✦ Synopsis

Effective decision making is a key feature of successful projects. Ineffective decision making leads to project delay and failure.Project Governance takes the reader through the logical steps required to establish a project governance framework for a project or organization. Starting with problems typical of ineffective project governance, it develops a set of principles designed to overcome these problems and builds a framework based on these principles.This comprehensive guide explains how to populate the framework effectively, provides the accountabilities and responsibilities of the main roles, and describes how to integrate the project governance framework into the organization.

✦ Table of Contents

Copyright
......Page 5
Table of contents
......Page 8
Preface......Page 11
Acknowledgements......Page 14
Introduction......Page 16
1 Causes and symptoms of ineffective project governance......Page 22
Confusion regarding the objectives of project governance......Page 23
Risk aversion......Page 25
Issues relating to organizational structure......Page 26
Stakeholder and ownership issues......Page 31
Solution criteria......Page 32
Case study 1: Ineffective project governance......Page 34
2 The principles of effective project governance......Page 38
Accountability......Page 39
The principles of effective project governance......Page 42
Key stakeholders and the project board......Page 52
Investment decision group......Page 61
Addressing the needs of other stakeholders......Page 63
Mapping the principles to the solution criteria......Page 69
Project owner......Page 72
Senior user......Page 79
Senior supplier......Page 81
Project director......Page 85
Project manager......Page 90
Case study 2: Introduction of full retail contestability into the English and Welsh electricity market......Page 92
5 Scalability......Page 112
Assessing project risk......Page 113
The limits of scalability......Page 115
Main scalability options......Page 118
Implementing change......Page 122
The challenges of implementing the project governance framework......Page 128
Operationalizing the project governance framework......Page 133
Case study 3: The challenges of implementation at the Department of Main Roads, Queensland Government......Page 139
The programme......Page 150
The programme owner......Page 152
Decision making at the programme level......Page 155
The role of the programme office......Page 157
The relationship between programme and project governance......Page 159
8 Towards an integrated project delivery framework......Page 162
The phases of the project lifecycle......Page 165
Integration......Page 176
Overview......Page 188
Definitions......Page 189
Project governance framework for high-risk projects......Page 191
Project governance framework for medium-risk and low-risk projects......Page 194
Project board......Page 196
Investment decision group......Page 200
Strategic advisors’ group......Page 201
Stakeholder working group......Page 202
Project owner......Page 204
Project director......Page 209
Senior user......Page 211
Senior supplier......Page 213
Project manager......Page 214
References......Page 216
Index......Page 218