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
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