PROJECT GOVERNANCE

DERTEMINING THE PROJECT GOVERNANCE

• CONSIDER;
1. TYPE OF STRUCTURE
2. THE COMPOSITION
3. ROLES AND RESPONSIBILITIES
4. THE PROCESSES AND STYLE FOR PROJECT
GOVERNANCE
 PROJECT GOVERNANCE
• THE GREATER THE COMPLEXITY THE MORE
NEED FOR COORDINATION AND
INFORMATION HANDLING BETWEEN THE
ORGANISATION AND THE PROJECT TEAM.
• COMPLEXITY REFERS TO ;
-TYPE AND VARIETY OF SKILLS
- NUMBER OF PEOPLE INVOLVED IN THE
PROJECT
 PROJECT GOVERNANCE
• THE GREATEST CONCERN IS THAT OF MAKING
SURE THERE ARE EFFECTIVE CONTROLS FOR THE
PROJECTS SUCCESS.
• EFFECTIVE GOVERNANCE PROCESSES APPLIED
THROUGHOUT THE LIFE CYCLE OF THE PROJECT
WILL HELP;
-COMPLETION OF PROJECT ON TIME
- WITHIN BUDGET
- ACCORDING TO QUALITY STANDARDS
 EFFECTIVE GOVERNANCE
• HAS NO BUREAUCRATIC PROCESS FOR
APPROVAL OF PROJECT DECISIONS
• COMES ABOUT THROUGH THE INTERGRATION
OF THE PROJECT INTO THE WHOLE
ORGANISATION.
• IT ENSURES THAT;
1. THE LIFE CYCLE OF THE PROJECT IS MANAGED
AND BENEFITS REALISED.
 EFFECTIVE GORVENANCE
Cont.....
2. OUTCOMES ARE IN LINE WITH ORGANISATIONAL NEEDS
3. OUTCOMES MEET THE REQUIREMENTS OF STAKEHOLDERS
4. RISKS ARE MANAGED TO ACCEPTABLE LEVELS
5. PROJECT DELIVERABLES ARE DELIVERED IN TIME, WITHIN BUBGET
AND ARE OF THE DESIRED QUALITY.
6. THE ORGANISATION HAS THE CAPACITY AND CAPABILITY TO MAKE
USE OF THE DELIVERABLES.
7. APPROPRIATE METHODS ARE USED FOR PLANNING, DESIGN AND
IMPLEMENTATION.
8. BEST PRACTICES ARE USED CONSISTENTLY FOR CONTINOUS
IMPROVEMENT.
 PROJECT STEERING COMMITTEES

• IT MAY BE SET UP IN MEDIUM TO LARGE

ORGANISATION FOR GOVERNANCE PURPOSES.
• THEIR EFFECTIVENESS IS INFLUENCED BY THE
LEVEL OF COMMITMENT AND EXPERIENCE OF
MEMBERS IN THE COMMITTEE.
• IT IS RESPONSIBLE FOR PROJECT ISSUES THAT
ENABLE THE DELIVERY OF OUTPUTS AND
ACHIEVEMENT OF OUTCOMES THROUGH;
-APROVING THE BUDGETARY STRATEGY
 PROJECT STEERING COMMITTEES
- DEFINING AND REALISING BENEFITS
- MONITORING RISKS
- QUALITY AND TIMELINES
- MAKING POLICY AND RESOURCE DECISIONS
- ASSESSING REQUESTS FOR CHANGES TO THE
PROJECT SCOPE.
EFFECTIVENESS OF STEERING COMMITTEES

• THERE SHOULD BE CLEAR LINES OF

REPORTING AND DECISION MAKING
• REPORTING LINES SHOULD BE AS SHORT AS
POSSIBLE AND BE CLEAR.
• DELEGATION AND INDIVIDUAL
RESPONSIBILITY FOR DESICION MAKING
SHOULD BE CLEARLY STATED AT THE BEGINING
AND UNDERSTOOD BY EVERY ONE.
 MEMBERSHIP OF STEERING COMMITTEE
• IT IS DERTEMINED BY SENIOR MANAGEMENT
• IT MAY CONSISTS OF;
- THE MANAGER OF THE DEPARTMENT TO CHAMPION THE
PROJECT.
- DEPARTMENTAL MANAGERS WHO HAVE TO AVAIL RESORCES
TO SUPPORT THE PROJECT.
- REPRESENTATIVES OF SSELECTED KEY STAKEHOLDERS AND
ROLE PLAYERS.
- EXPERTS FROM WITHIN THE ORGANISATION.
- ERTERNAL INDEPENDENT REPRESENTATIVES LIKE AUDITORS,
QUALITY CONSULTANTS, ETC
 PROJECT MANAGERS
• THEY ARE NOT MEMBERS OF THE STEERING
COMMITTEE.
• THEY ARE ENGAGED BY THE STEERING COMMITTEE TO
ENSURE THE PROJECT WORK IS UNDERTAKEN AS
AGREED.
• THEY ATTEND COMMITTEE MEETINGS TO ANSWER
QUESTIONS RAISED BY MEMBERS.
• ASSISTED BY PROJECT TEAM MEMBER OR ADMIN
MEMBER TO RECORD DECISIONS AND MINUTES OF
COMMITTEE MEETINGS.
 STEERING COMMITTEE MEMBERS
• HAVE TO UNDERSTAND THE STRATEGIC IMPLICATIONS
AND OUTCOMES SOUGHT THROUGH PROJECT
OUTPUTS
• THEY SHOULD APPRECIATE THE SIGNIFICANCE OF THE
PROJECT FOR MAJOR STAKEHOLDERS
• ENABLE POSITIVE COMMUNICATION REGARDING THE
PROGRESS AND OUTCOMES OF THE PROJECT.
• REVIEW THE PROGRESS OF THE PROJECT.
• CHECK ADHERENCE OF ACTIVITIES TO STANDARDS OF
BEST PRACTICE.
STEERING COMMITTEE MEMBERS
• BE COMMITTED AND ACTIVELY INVOLVED IN
PURSUING THE OUTCOMES OF THE PROJECT.
• THE FREQUENCY OF THE COMMITTEE
MEETINGS DEPENDS ON THE SIZE AND
COMPLEXIBILITY OF PROJECT.
• MEMBERS SHOULD RECEIVE AGENDA ,
MINUTES OF LAST MEETING AND ACTION LIST A
PROGRESS REPORT 5 DAYS BEFORE NEXT
MEETING.
 STEERING COMMITTEE
• LARGE PROJECTS ARE DIVIDED INTO PHASES
• A REVIEW IS DONE AT THE END OF EACH
PHASE
• IT HELPS TO ESTABLISH IF PHASE WAS
COMPLETED SUCCESSFULLY AND IF NEXT
PHASE SHOULD BE UNDERTAKEN.
• THE SCOPE, TIME, COST AND RESOURCES OF
THE NEXT PHASE ARE DERTEMINED.
 PROJECT SPONSOR / DIRECTOR
• HE IS AT THE SAME MANAGERIAL LEVEL AS THE
FUNCTIONAL HEADS UNLIKE THE PROJECT MANAGER.
• RESPONSIBLE FOR;
1. ENSURING APPROPRIATE PROJECT AND PROGRAMME
MANAGEMENT FRAMEWORK IS IN PLACE.
2. PREPARING THE PROJECT BRIEF AND BUSINESS CASE.
3. APPRAISING OPTIONS AND SUBMITTING THEM FOR
APPROVAL.
4. SECURING RESOURCES AND EXPERTISE REQUIRED.
5. COORDINATING AND DIRECTING CLIENTS INPUT
 PROJECT SPONSOR/ DIRECTOR
6. CONTROLLING CHANGES FOLLOWING
APPROVAL.
7. DERTEMINING AND MANAGING RISKS TO THE
PROJECT.
8. MANAGING THE PROJECT BUDGET
INCLUDING RISK ALLOWANCE.
9. ACTING AS SOLE POINT OF CONTACT WITH
THE PROJECT MANAGER.
 PROJECT SPONSOR / DIRECTOR
10. MANAGING YOUR PERFOMANCE OF DELEGATED RESPONSIBILITY
11. ESTABLISHING FORMAL REPORTING ARRANGEMENTS ON
PROJECT PROGRESS
12. DEFINING CRITERIA FOR CONTROL AND MANAGEENT OF THE
PROJECT.
13. ASSISTING YOU IN THE RESOLUTION OF PROBLEMS.
14. RECEIVING AND REVIEWING DETAILED REPORTS ON THE PROJECT
FROM YOU.
15. ENSURING YOU RECEIVE DEPARTMENTAL DECISIONS ON TIME.
16. ESTABLISHING A COMMON APPROACH TO MAJOR ISSUES
TOGETHER WITH THE PROJECT MANAGER.
 ROLES OF STEERING COMMITTEE
1. RESPONSIBILITY FOR THE FEASIBILITY OF THE PROJECT,
BUSINESS PLAN ANS ACHIEVEMENT OF OUTCOMES.
2. ENSURES THAT THE SCOPE OF THE PROJECT ALIGNS
WITH THE STRATEGIC OBJECTIVES OF THE
DEPARTMENT AND NEEDS OF KEY STAKEHOLDER
GROUPS
3. FREQUENTLY COMMUNICATES PROJECT PROGRESS TO
ALL STAKEHOLDERS AND ROLE PLAYERS
4. ENSURES THAT ALL RESOURCES ARE ALLOCATED AND
EFFICIENTLY AND EFFECTIVELY UTILISED.
 ROLES OF STEERING COMMITTEE
5. ENSURES STRATEGIES TO ADDRESS POTENTIAL THREATS TO
THE SUCCESS OF THE PROJECT ARE IDENTIFIED, COSTED AND
APPROVED AND THREATS REGULARLY RE ASSESSED.
6. ADDRESSES AND ISSUE THAT HAS MAJOR IMPLICATIONS FOR
THE PROJECT.
7. KEEPS THE PROJECT SCOPE UNDER CONTROL AS EMERGENT
ISSUES FORCE CHANGES TO BE CONSIDERED.
8.RECONCILES DIFFERENCES IN OPINIION AND APPROACH, AND
RESOLVES DISPUTES ARIDING FROM THEM.
9. REPORTS ON PROJECT PROGRESS TO SENIOR MANAGERS
SUCH AS CEO, DIRECTOR GENERAL AND THE POLITICAL HEAD.
 CLASS EXERCISE
• DISCUSS THE ROLES OF PROJECT STEERING
COMMITTEES
• WHAT IS THE ROLE OF THE PROJECT SPONSOR/
DIRECTOR
• WHAT PEOPLE ARE PART OF THE PROJECT
STEERING COMMITTEE.
• DISCUSS EFFECTIVE PROJECT GOVERNANCE
• WHAT IS AN EFFECTIVE STEERING COMMITTEE.