CHECKLIST FOR GOOD PROJECT GOVERNANCE

Alan Calder is CEO of IT Governance Limited, which is the world's most comprehensive publisher and distributor of books, tools, information and advice on governance, risk and compliance. The company is a complete one-stop-shop for information on project governance and PRINCE2, offering a wide range of books, manuals, tools, software and distance learning resources, including proprietary and third party materials: Its materials are written in plain English and are intended for generalist business readers as well as governance and project management practitioners.

Dedicated project governance stream -

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project management governance models Source:

Choose the right project. In today’s turbulent environment organisations are advised to adopt a flexible, complementary and collaborative approach to project governance to gain most benefits from projects they initiate. Such an arrangement would enable organisations to realise value from projects instead of restraining their contribution by emphasising project control.

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Deliver projects efficiently. Project governance requires the alignment of project activities with organisational activities. It can therefore be viewed as a set of formal principles, structures and processes for undertaking and managing projects within the broader principles of corporate governance.

Wikipedia defines project governance as follows:
Project governance is the framework which ensures that the project has been correctly conceived and is being executed in accordance with best project management practice and within the wider framework of the University's governance processes.Project governance is not about micro-management, rather it is about setting the terms of reference and operating framework, defining the boundaries and ensuring that planning and execution are carried out in a way which ensures that the project delivers benefits.Effective project governance is about ensuring that projects deliver the value expected of them. An appropriate governance framework helps save money by ensuring that all expenditure is appropriate for the risks being tackled. Peter Weill has been studying project governance for years. Weill is Chairman of the Center for Information Systems Research and Senior Research Scientist at MIT's Sloan School of Management. In his epic MIS Quarterly Journal article in March 2004, "," he said IT organizations with good governance practices have "up to a 40 percent greater return than their competitors for the same IT investment."The 46 core templates are divided into two groups, Basic (18 templates) and Advanced (28 templates). Basic templates define the core set of processes all project managers need to understand. Advanced templates focus on more complex project governance, work breakdown structure, scheduling, performance reporting, and program management issues.Every CIO needs a solid governance strategy that incorporates a set of robust processes enabled by a solution that is proactive, predicts key indicators for project success, and promotes teamwork among key stakeholders. If your IT organization is experiencing project governance challenges, and you are not willing to accept a 25 percent to 35 percent project failure rate as the norm, heed the lessons learned by the GTA.
[…] this link: How To Setup a Project Governance Framework as a Best Practice … No […]

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A common way of implementing an effective project governance for the development of a PPP project is through the use of boards/committees. Many arrangements can be adopted, but they normally include:

In projects, we need to be careful of not confusing project management and project governance.

Project governance - SlideShare

In today′s business world, the absence of “governance” is equal to fraud, mismanagement and even scandal.
Project governance is fundamental to ensuring project success and control.

Provide off-the-shelf systems support to change management and project governance

Project Governance: An article covering all key aspects

PRG requires alignment (with business activities), integration (with project governance) and relationships (between structure and processes). This indicates a broad and holistic view of PRG where multiple governance dimensions and subdimensions work with each other. When viewed in relation to the other levels of governance (corporate and project), an overlapping scope of PRG is apparent. This is illustrated in and enables potential project activities to be strategically managed in order to gain maximum alignment between projects and organisational risk activities.