Gov SIG Conference

Guide to the Guides

4 Guides

Existing

Directing Change – October 2011, 60,000 in circulation

Co-Directing change – Issue 2 due End 2015

Sponsoring Change – 2009

In Preparation

Directing Agile Change – Spring 2016

Directing Change

2nd edition 2011

GovSIG – Publications to date

3

Co-Directing Change

2007 (2nd edition in

2014)

Sponsoring Change

2009

Free to APM members at www.apm.org.uk/memberdownloads

Directing Change

Directing Change from APM

5

1. Portfolio direction

2. Sponsorship

3. PM Capability

4. Disclosure and reporting

Gov PM 13 Principles

6

Gov PM Principles 2/..

7

Key Governance Bodies

8

Board

Sub-committee

Board

Shareholders and Stakeholders

Funders

Portfolio

Manager Sponsor Sponsor

Sponsor Sponsor

Programme /

Project

Managers

Programme /

Project

Managers

Programme /

Project

Managers

Programme /

Project Manager

External

Teams

Internal

Teams

Supported

by Project

Boards /

Steering

Committees

Review

Panels

Pro

ject M

anagem

ent

capabili

ty /

Excelle

nce a

nd C

apacity

Audit

Committee

Strategy

Delivery

Co-Directing Change

Multi Owned Projects

Alignment and compatibility

Is there mutual understanding and commitment, and

are you compatible.

Formal documentation is a fundamental but mutual understanding of strengths, weaknesses, cultures, ethics and strategies is essential.

Are you happy to be associated with the other co-owners and their characteristics and likely actions.

A sound and documented basis for multi-ownership facilitates flexible, timely and effective joint response to threats and opportunities and when missing is a frequent cause of friction and failure.

Reward, Risk and Opportunity

Is there clarity about the principles by which

the potential risks, rewards and opportunities for co-owners will be allocated.

Is there a mechanism for changes to each partners

Leavers and joiners

the risk/reward strategies of co-owners, balance of risks and rewards and triggers for change

Is there is an effective link between the senior governing body of each co-owning organisation and the management of projects.

Have representatives of each owning organisation been assigned to ensure that multi-owned projects operate within agreed remits, and obtain decisions from each co-owner.

Leadership and Sponsorship

Project Management Capability

Project success is closely correlated with the competence and performance of the project team. Boards need to assure themselves that sufficient resources are put in place and pay special attention to ensuring that all those allocated roles in the project – from the Board members down - are competent and empowered in the role that they are expected to undertake.

Bearing in mind the desirability of delegating many technical and tactical decisions to project management, Boards need to recognise their ultimate responsibility for ensuring that such project management is subject to proper governance.

Disclosure, Reporting and Assurance

This component highlights the need for the provision, sharing and use of information and assurance to support co-owners' decision-making without fostering a culture of micro management.

Good corporate governance will require the right level of information reported in the right way and co-owners should be able to instigate independent verification of information where appropriate. Creation of an 'arms length' vehicle for the delivery of a co-owned project does not remove the responsibility to the shareholders of the respective Boards for their investment and its success.

Assurance extends beyond the performance and reporting of the project itself; Boards of co-owning organisations need to be confident that assurance also addresses the effectiveness of the inter-organisational arrangements and behaviours and that where necessary, the involvement of an independent assurance function is available.

16

Sponsoring Change:

A Guide to the Governance Aspects of Project Sponsorship, APM 2009

What would you expect from the project

sponsor?

Sponsoring Change

Why does every project need a

sponsor?

Separation of Decision Making

Objectives, appointment of the PM, Start/

stop

Accountability for benefits

After the project has delivered

Oversight of the PM function

Challenge

Stakeholder Management

Senior level

So What is a Sponsor Like?

Supportive, Long Term, Aligned with the

Organisation.

A Leader

Understands the Project, Credible

Wise

Engaged

What the sponsor does for the Organisation

Leads the whole change in alignment with

the strategies

Keeps the project in line

Risk,

Behaviour

Benefits

Liaises with others on behalf of the project

Overseer/ Mentor/ Guardian/ ???

What the sponsor does for the PM

Decides in the business context

Ensures the project is suported

Supports and challenges the PM

Godfather/ Nurse/Scout/?????

Directing Agile Change

Agile is the new King? With New Clothes anyway?

Agile or Not Agile?

Incremental Delivery

Risk reduction

Behaviour and Culture

Board Behaviour

PM Behaviour

Gate reviewers behaviour – Wisdom!

Behaviour

Behaviour and Culture must alter for all

Board Behaviour

Delegation, New types of reporting

PM Behaviour

Collaboration

Gate Reviewers Behaviour

Wisdom not box ticking

Directing Agile Change

In Draft now

Reviewers welcome

– But must be Agile!

Out Spring 2016