1 / 20

How can projects be controlled?

How can projects be controlled?.

ivana-avila
Download Presentation

How can projects be controlled?

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. How can projects be controlled? It should not be a surprise that PRINCE™ stands for “Projects inControlled Environments”, in other words, PRINCE, or more commonly called today, PRINCE2™ is a framework for project control, not a process, not a method, not a set of techniques and not a qualification in project management! Mike Ward, Gordian Enterprises Associate

  2. Agenda • Corporate Governance • Programme-level governance • Project-level governance • Best Practice & Maturity Models • Some detailed issues

  3. Corporate governance “Corporate governance involves a set of relationships between a company’s management, its board, its shareholders and other stakeholders. Corporate governance also provides the structure through which the objectives of the company are set, and the means of attaining those objectives and monitoring performance are determined.” OECD Principles of Corporate Governance 2004

  4. UK governance • Companies Acts of 1985 & 1989 • Company Directors Disqualification Act 1986 • Proposed legislation: Operating and Financial Review (OFR) • Self regulatory framework • The Combined Code

  5. Directors The Board Chairman and chief executive Board balance and independence Appointments to the board Information and professional development Performance evaluation Re-election Remuneration The level and make-up of remuneration Procedure Accountability & Audit Financial reporting Internal control Audit committee and auditors Relations with Stakeholders Dialogue with institutional shareholders Constructive use of AGM Combined Code

  6. Programme-level governance • Governance is the control framework through which programmes deliver their objectives • A programme needs • Clear and open governance • To negotiate resources • To adjust to changing organisational contexts • To deliver its outcomes and benefits • The need for Governance over change is manifested in two ways : • Control and ownership of the transformation programme • Control and ownership/stewardship of the organisation as a corporate entity

  7. Sponsoring Group SRO Programme Board Project Executive Project Executive • Programme SRO • Programme Manager • Business Change Manager • Project Executives (if not Programme Manager) • Representatives of corporate functions • Lead supplier Project Board Project Board • Project Executive • Senior User • Senior Supplier Organisation structure

  8. Project-level governance 77% of CIOs in the companies surveyed believed that only half of their managers could explain their IT Governance. Our findings indicate that many organisations implement one or more governance standards. The most popular standard used by 43% of the organisations surveyed was ITIL, while about 20% of organisations have implemented COBIT, ISO-17799 and ISO-9000. Deloitte 2005 The governance of project management concerns those areas of corporate governance that are specifically related to project activities. Effective governance of project management ensures that an organisation’s project portfolio is aligned to the organisation’s objectives, is delivered efficiently and is sustainable. Governance of project management also supports the means by which the board, and other major project stakeholders, are provided with timely, relevant and reliable information. Association for Project Management 2005

  9. Using best practice

  10. What is a maturity model? “A maturity model is a structured collection of elements that describe characteristics of effective processes. A maturity model provides: • a place to start • the benefit of a community’s prior experiences • a common language and a shared vision • a framework for prioritising actions • a way to define what improvement means for your organization A maturity model can be used as a benchmark for assessing different organizations for equivalent comparison.” - Wikipedia

  11. Capability Maturity Models

  12. Metrics Improvement Plan Appropriate KPAs Step 4How will you know? Baseline Assessment Step 3How will you get there? Step 2Where do you want to be? Use P3M3 to improve performance

  13. Governance at the implementation level • The Portfolio Office • Manages the approval process • Prioritisation, Performance and Benefit Realisation • Quality assurance

  14. How the APM governance principles are covered if an organisation has embedded PRINCE2/P3M3

  15. How the APM governance principles are covered if an organisation has embedded PRINCE2/P3M3

  16. Summary • Ownership – who is in charge and who makes decisions about the direction of the project? • Governance – is the project run according to agreed processes? • Risk – what are the main risks the project has identified, and what is it doing about them? • Management – are the time/cost/scope attributes being monitored according to the plan? • Quality – has the quality of the deliverables been defined and agreed?

  17. What do we do in this space?

  18. Gordian Enterprises Limited If you would like more information then please contact Mike Ward or Kevin O’Sullivan Tel: 0845 402 5196 info@gordian-enterprises.com www.gordian-enterprises.com

More Related