ENGM117 -

Project
Delivery And
International
Project
Management
Project Governance (2)
Jean Ebuzor

1
Lecture Plan
Project Delivery International Project Management
Lecture Workshop Lecture Workshop
Cultural Competency Tutorial/Quiz:
Introduction to the Module and Introduction to International
Week 1 Case Study: “A day in life” My Cross-cultural Knowledge and
Lecturer Project
Skills
Week 2 Project Governance (I) Project Governance Tutorial 1 Cultural Awareness Cultural Awareness Tutorial
Students’ presentation of the
Week 3 Project Governance (II) Project Governance Tutorial 2&3 Cultural Awareness
group discussion last week
Communication within an
Communication within an
Week 4 Project Business Case (I) Project Business Case Tutorial (I) international project and project
international project team
team Tutorial
Communication within an
Project Business Case (II) + Students’ presentation of the
Week 5 Project Business Case Tutorial (II) international project team +
Assignment Review group discussion last week
Assignment Review
Managing disparate multi-site and Activity Unit 4.pptx + Assignment
Week 6 PMO + Portfolio + Programme Assignment Review
multi country teams Review
PMO Portfolio & Programme Managing disparate multi-site and Students' presentation of the
Week 7 PMO tutorial
Management multi country teams group discussion last week
Week 8 Traditional Project Delivery PRINCE2 tutorial NGO International Projects NGO International Projects Tutorial
Students' presentation of the
Week 9 Agile Project Delivery Agile Tutorial and/or NGO International Projects
group discussion last week
Contemporary issues in
Week 10 Mix methods Project Delivery Assignment Review Assignment Review
International Project Management

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Learning objectives
By the end of the session, students will be able to:

• Explain the key components and elements of effective project

governance including decision making, controls, and oversight.
• Understand the principles and guidelines provided by widely used
frameworks such as the PMI governance framework or Prince2
governance principles for effective project governance.
• Describe the steps involved in establishing a project governance
structure.
• Critically analyse the importance of stakeholder engagement and
communication in project governance. e.g. ( specification, expectation,
satisfaction).

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Components of Governance
There are 4 major components:
Roles and
responsibilities

Performance
Project Governance Policies and
monitoring
procedures
methods

Communication
channels

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 Roles and responsibilities
The project governance process involves various roles to achieve successful decision-making and accountability. The
specific roles and responsibilities within project governance can vary depending on the organization, project size,
complexity, and industry. The roles listed below provide a general framework, but organizations may adapt and tailor
these roles to suit their specific needs and project governance structure. Clarifying roles and responsibilities
enhances collaboration, accountability, and project success. The following are some common project governance
roles: Project (programme or
Subject Matter Experts portfolio) management
Project Sponsor Steering Committee Project Manager Project Team Stakeholders
(SMEs) office (PMO)
This group, which usually
consists of the sponsor, senior
The person accountable for A set of individuals, groups Users with subject matter Individuals or groups who
managers, and sometimes An organisational structure
ensuring that the work is The individual responsible for and/or organisations knowledge and expertise who have an interest or role in the
key stakeholders, sets the that supports projects,
governed effectively and the successful delivery of the responsible to the project may contribute to defining project, programme or
strategy for a project. It programmes and/or
delivers objectives that meet project. manager for working towards requirements and acceptance portfolio, or are impacted by
guides the sponsor and portfolios.
identified needs. a common purpose. criteria. it.
project manager. Also known
as the project board.
• Develops the project's • Ensures project oversight • Manages the project daily. • Executes assigned project • Provide domain-specific • Establishes policies, • Assess the goals and
strategic direction. and guidance. • Creates the project plan, tasks and activities. expertise and guidance. standards, and requirements of the
• Secures resources, • Approves major decisions schedule, and budget. • Maintains quality • Technical advice and best governance. project and provide input
funding, and support. and sets priorities. • Plan and manage project standards and timelines practices. • Develops project and feedback.
• Approves the project • Approves project plans, resources , tasks, and for deliverables. • Define project management • Participate in project
charter/PID, business case, budgets, and resource deliverables. • Ensures collaboration with specifications and methodologies and reviews, meetings, and
and project plan. allocations. • Maintains project progress team members and other requirements. processes. decision-making.
• Serves as project • Assesses risks and and manages risks. stakeholders. • Ensure accuracy and • Supports project • Contribute to the success
champion and resolves monitors performance. • Handles stakeholder • Provides specialist input to completeness of project managers in project of the project by providing
escalated issues. • Ensures alignment with expectations and planning and decision- deliverables. planning and execution. resources, expertise, and
• Aligns the project with organizational goals. communication. making. • Provide specialized • Monitors project approvals.
organizational goals. • Addresses project issues • Reports project status to • Sends progress updates knowledge and skills to performance and • Review and approval of
• Monitors milestones, and conflicts stakeholders. and escalates issues to the the project team. compliance project deliverables as
project progress, and • Maintains governance project manager. • Supports project needed.
benefits realization. policies and best practices. • Shares knowledge and management practices • Communicate
lessons learned. through training and expectations and concerns
support. about projects.
• Provides project portfolio • Work in collaboration with
management and resource the project team to
allocation services. achieve project5 outcomes.
Policies and procedures - 1
Governance policies and procedures specify guidelines, rules, and processes for an
organization's operations and decision-making processes.

 They provide a structured way to ensure consistent and effective governance.

 Organizations, industries, and project contexts determine specific governance policies and
procedures.
 Policies and procedures contribute to consistent and effective governance practices,
promote transparency, and drive project success.

Some common governance policies include:

Roles and Structure Decision-Making Process Compliance and Ethics

• Identify key governance stakeholders, • Establish decision-making guidelines, • Develop policies and procedures for
such as project sponsors, steering decision escalation criteria, approval ensuring compliance with laws,
committee members, and project thresholds, and documentation needs. regulations, and ethics.
managers, and define their • Establish decision-making • Define protocols to address ethical
responsibilities. responsibilities, ensuring appropriate issues, conflict of interest, and
• Outline who makes decisions, who decision-makers are involved. compliance violations.
reports, and how communication • Set guidelines for project governance
occurs. integrity, transparency, and
accountability.
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Policies and procedures - 2
Project Portfolio Management Risk Management Change Management
• Establish policies and procedures for • Develop policies and procedures for • Establish policies and procedures for
managing the organization's project identifying, assessing, and mitigating managing changes.
portfolio. project risks. • Describe the process of assessing,
• Describe how projects are selected, • Outline the risk management processes, approving, and implementing changes to
prioritized, and allocated resources. including techniques for identifying , project objectives, scope, resources, or
• Identify guidelines to assess project analysing, and responding to risks. timelines.
performance, review the project portfolio, • Create a process for reporting project risks • Develop protocols to evaluate,
and adjust. to relevant stakeholders. document, and communicate
governance changes.

Performance Measurement and

Communication and Reporting Documentation and Records Management
Monitoring
• Establish communication and reporting • Define project performance • Implement policies and procedures to
policies. measurement and monitoring policies manage project documentation.
• Set guidelines for project reporting, within the governance framework. • Develop a guide for version control,
including the format, frequency, and • Assess performance metrics, provide key standards, and documentation
content of financial reports and other performance indicators (KPIs), and requirements.
relevant reports. provide reporting mechanisms. • Describe how to store, retrieve, and
• Explain the methods and frequency of • Describe protocols for performance retain documents for accessibility,
stakeholder engagement. reviews, audits, and evaluations. accuracy, and compliance.

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Communication channels
Communication channels in project governance facilitate information sharing, discussions, and decisions.
 The choice of governance communication channels is influenced by organizational culture, stakeholder
preferences, and project complexity.
 Communication protocols and channels must be clearly defined within the governance structure to
manage stakeholder expectations, foster communication, collaboration, and decision-making throughout
project lifecycles. Communication channels include:

Governance Meetings: These Dashboards and Metrics: Email and Electronic Websites or intranets:
Stakeholder Surveys and
meetings involve key These provide visual Communication: Project Organizations may use
Feedback Tools: Surveys and
stakeholders, such as sponsors, representations of project governance relies heavily on dedicated governance websites
feedback tools, including
steering committee members, performance, enabling email and other online or intranets for information
online surveys and feedback
and project managers, to stakeholders to assess project communication tools. Using sharing. Resources such as
forms, can help to gather
assess project progress, make status and key performance these channels, stakeholders project updates,
stakeholder input.
decisions, and resolve issues. indicators (KPIs). These tools can communicate efficiently documentation, discussion
Stakeholders can provide
Meetings provide a formal provide concise insight into and remotely, sharing boards, and other resources
suggestions, advice, and
platform for communication project progress and identify information, discussions, and can be included in these
feedback through these tools.
and collaboration. areas for improvement. decisions. portals.

Information Repositories:
Workshops and Presentations:
Project Status Reports: Project Governance stakeholders Meetings and discussions:
Stakeholder workshops and
managers prepare and share usually have access to data Other than formal governance
meetings provide
status reports with repositories where project- meetings, informal meetings
opportunities for in-depth
stakeholders. They provide related information, including may occur. To address specific
discussion, workshops, and
updates on project milestones, business cases, project plans, project issues, seek
presentations on project
completed and upcoming risk registers, and decision clarifications, or make urgent
topics. Interactive sessions
tasks, risks, and issues. As logs, is stored. When needed, decisions, governance
allow for more collaborative
communication tools, they governance stakeholders can stakeholders can meet in
and participatory
provide a snapshot of project access relevant project person, over the phone, or
communication within
progress. information from these central virtually.
governance.
locations.
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Performance monitoring methods - 1
Governance performance monitoring methods assess the effectiveness and efficiency of
project governance. These methods:
 identify areas for improvement, measure progress toward project objectives, and ensure governance compliance.
 Enable stakeholders to track progress, identify areas for improvement, and ensure the governance framework is
supporting project success.
 Facilitates timely interventions, proactive decision-making, and continuous governance improvement.

Governance performance monitoring methods include:

Method Description
Key Performance  Identify and track KPIs aligned with project objectives.
Indicators (KPIs)  A KPI can include metrics relating to project schedule adherence, budget performance,
quality measures, stakeholder satisfaction, risk management effectiveness, etc.
 Measure and monitor these KPIs to assess the project's performance and governance.

Progress Reporting  Regular progress reporting tracks project activities, milestones, and deliverables.
 Provide timely and accurate updates on project status, achievements, issues, and risks.
 Reports provide governance stakeholders with information about project progress and
enable them to take actions as needed.

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Performance monitoring methods -2
Method Description
Governance Audits  Conduct periodic audits to assess compliance with policies, procedures, and standards.
 Audits assess the effectiveness of governance structures, roles, and responsibilities,
including governance documentation.
 Assess governance performance, identify areas for improvement, and ensure adherence
to governance requirements.
Stakeholder Feedback  Assesses stakeholder perceptions of project governance.
 Get stakeholder feedback on project governance processes, including transparency,
communication, and decision-making, through surveys, interviews, or focus groups.
 Stakeholder feedback provides valuable insights into the governance framework's
strengths and weaknesses.
Risk and Issue  Create a risk and issue register including all identified risks and issues, their status,
Management assigned owners, and timelines for resolution.
 Monitor risk and issue management effectiveness within project governance.
 Identify, evaluate, and mitigate project risks and issues by regularly reviewing the risk
register and issue log.
 Implement risk response strategies and resolve issues promptly.
 Governance performance can be enhanced by effectively managing risks and issues.

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Performance monitoring methods -3
Method Description
Lessons Learned  Identify and analyse lessons learned throughout the project cycle.
 Conduct retrospective reviews or post-project evaluations to identify governance-related
lessons and best practices.
 Document the findings and recommendations to ensure continuous improvement in
governance.
Compliance Reviews  Perform regulatory, legal, and industry standards compliance reviews.
 Ensure compliance with legal and regulatory requirements.
 Review governance policies, procedures, and documentation, and take corrective actions
if gaps or non-compliance are identified.
Governance Performance  Conduct periodic governance performance reviews with stakeholders.
Reviews  Reviews assess how well governance structures, processes, and practices work.
 Identify areas for improvement or adjustment in alignment with governance objectives.

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Governing Your Project Effectively
Roles and responsibilities Accountability / Oversight
•Sponsor •Problem Solver
•Board, Steering Committee, Governance •Change Approver
Committee
•PM
•Stakeholders
•Project Team
Disclosure and transparency Risk management and control
•Visibility on progress including work quality, risks, •Identification, analysis, response to risks
issues, and changes. •Issues resolution
•Budget – ensuring project budget and spending
limit is maintained without hampering the quality
of deliverables.
•Schedule –adherence to outlined timeline
•Communication – a clear strategy for involving
stakeholders and providing timely, reliable
information.
•Management of risks and issues – informing
stakeholders and other project teams of problems
that have occurred or arising.
Murray, 2011, p. 6)
Decision-making Ethics
•Decision-making authority, financial value, •Moral principles that guide one's behavior or
schedule impact, scope change, risk level/impact actions
or changes are •Best practices, legal competence and obligations,
•Decision-making process, & documentation along with organisational governance
requirements
Performance and effectiveness Implementation of strategy
•Set baselines – scope, budget, schedule, criteria, •Business case
and frequency of measure •Project authorization points and approvers
•Planned vs actual •Resource and asset management
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OECD Principles of Corporate Governance 2004
Project Controls - 1
• Ensure compliance with project plans, schedules, and budgets.
• Provide visibility, monitoring, and control over project activities to ensure effective decision-
making, risk management, and proactive intervention.
• Help reduce deviations, improve project performance, and contribute to project objectives.
The following are the key reasons why project controls are crucial:
Project Control Use/ benefits
Plan Adherence  Helps align project activities with the plan.
 Progress tracking, performance measurement, and milestone reviews are among the
project controls that enable project managers to monitor and assess whether the project
is progressing as planned.
 Ensures deviations are identified, and corrective actions taken.

Schedule Management  Provide methods for tracking and managing project timelines.
 PMs can monitor progress, identify delays and schedule risks, and mitigate them.
 Keeping track of the project schedule regularly ensures that on-time delivery is
maintained and that any deviations are addressed promptly.

Budget Control  Helps manage budgets, monitor expenditures, compare them with budgets, and identify
cost overruns and variances.
 Enables financial management, resource allocation, and procurement.
 Keeps spending under control and provides timely financial reports to enable optimal cost
management and budget adherence.
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Project Controls - 2

Project Control Description

Risk Management  Project controls identify and monitor risks and issues that could affect project compliance.
 A project's risk analysis and assessment identify the likelihood and impact of risks on its
plans, schedules, and budgets.
 Through proactive risk mitigation, actions can be taken to ensure potential risks are
identified early and managed properly.
Change Control  Helps manage changes to project plans, schedules, and budgets.
 Facilitates the evaluation and approval of change requests, impact assessments on
compliance, and decision-making.
 Change control mechanisms ensure that changes are evaluated, documented, and
incorporated into project plans in accordance with their baselines.
Decision-Making Support  Provides accurate and timely data for governance stakeholders to make decisions.
 Progress reports, performance indicators, and forecasting information enable informed
decision-making about project plans, schedules, and budgets.
 Ensures governance stakeholders have the information they need to assess project
compliance and make appropriate adjustments.

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 Project Oversight
• Project governance oversight mechanisms such as regular progress reporting, milestone reviews, and audits
promote accountability, provide transparency, early issue identification, and effective decision-making.
• This allows governance stakeholders to intervene proactively and address issues before they escalate by identifying deviations from the
project plan, schedule, or budget.
• A systematic review and reporting process can assure that project activities align with organizational objectives, project goals, and governance
requirements. Project governance standards and oversight mechanisms also foster accountability, because they hold project teams and
individuals responsible.
• The mechanisms encourage open communication, collaboration, and trust between project teams and governance stakeholders. They enable
project-related information to be shared, challenges discussed, and issues collectively addressed.
• Project governance benefits from regular reporting, milestone reviews, and audits by increasing transparency, identifying issues early, and
guiding the project toward success.

A few examples of how these mechanisms help oversee projects are listed below

Progress Reporting Milestone Reviews Audits

• Periodic checkpoints to assess the project's • Independent reviews of project processes,
• Ensures transparency and keeps stakeholders
progress against established plans, schedules, activities, and outcomes.
informed about project performance. and budgets. • Conducted at different stages of a project
• Details milestones achieved, issues • Assesses the deliverables' quality and verifying lifecycle, evaluating areas such as financial
encountered, completed tasks and upcoming if they meet the standards. management, compliance with policies, and
activities • Detects deviations, risks, or issues early on, governance frameworks.
• Enables progress to be assessed, risks and
allowing for timely interventions. • Provides an objective view of a project's
delays identified, and measures taken • Evaluates project performance and ensure performance, identify deficiencies and
accordingly.
alignment with desired outcomes. recommends corrective actions.
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Governance across lifecycles - 1
Governance activities define how a project is managed, controlled, and governed in an organization. The
policies and procedures help meet strategic objectives, fulfill stakeholders' expectations, and execute projects
efficiently. Organizational policies and procedures tend to vary by industry and organization, but some common
components are:

Managing governance

•Organize a steering committee or governance board.

•Define decision-making processes and authorities.
•Maintain compliance with organizational policies, standards, and ethics.
•Support and guide project managers.

Initiation Planning Execution Monitoring and controlling Close

• Clarify the scope, • Plan the project, including • Plan and monitor project • Review key performance • Review project outcomes
objectives, and timelines, milestones, and progress. indicators (KPIs) and and lessons learned.
deliverables. resources. • Change management metrics regularly. • Obtain stakeholders'
• Assessment of feasibility • Identify and assess project including scope changes • Report on project progress approval and acceptance.
and risks. risks. and plan deviations. and status. • Post-implementation
• Identify the project's • Allocate project resources, • Process quality assurance • Identify and mitigate reviews and assessments.
governance structure, such as people, budgets, and control. project risks and issues. • Document and archive
roles, and responsibilities. and tools. • Compliance with relevant • Implement a formal project deliverables.
• Plan and define project • Establish communication laws, policies, and change control process.
governance. and reporting standards.
mechanisms.

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Governance across lifecycles - 2

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Governance Models and Frameworks
A project governance model or framework provides organisations with
options for applying project governance.

• Tools • Procedures
• Processes • Templates
• Guidelines • Systems

Project Characteristics Project Roles and responsibilities Processes Documentation

• Size (e.g., scope, budget, schedule, • Organisational chart • Project approval (to start the project) • Business case
performance) • Roles and responsibilities set within project • Change control process • Project charter
• Level of risk Charter and stakeholder management guide • Stage gates, or authorisation points which • Project plan
• Interdependencies, • Decision-making authority (e.g., board, set approvals to proceed through specific • Project closure document.
• Stakeholders (e.g., number, type) committee) milestones
• Skills and resources required (e.g., digital • Project team • Formal sign-off for finalisation of
versus construction) deliverables.
• Type of project management methodology
applied (e.g., agile, waterfall).

Adapted from Governance of project management principles (APM, 2004, p. 6) 18

 Governance Models and Frameworks
 There are a variety of project governance structures an organization can adopt depending on industry norms,
organizational culture, project size, complexity, and needs.
 Governance structures should be chosen in accordance with the organization's overall strategy and support
project management objectives.

The following are some common types of project governance:

Centralized Project Governance Decentralized Project Governance Hybrid Project Governance

• This model places decision-making • In a hybrid governance model, organizations
authority on a single body or individual, • In a decentralized governance model, combine centralized and decentralized
such as a project management office (PMO) various project stakeholders, such as governance structures.
or a project board. functional managers or sponsors, share • This approach enables a tailored governance
• Standardizes project management decision-making authority. structure based on the size, complexity, and
practices, promotes decision-making • Each project may have a unique governance nature of each project or portfolio.
consistency and ensures centralized project structure and decision-making process, • Some hybrid governance models combine
oversight. allowing it to be more flexible and centralized oversight for some aspects (e.g.,
• Allocates resources, manages risks, and customized based on the specific standard processes, reporting, and resource
shares knowledge across projects. requirements of the project. management) and decentralized decision-
• Projects that have unique characteristics, making for project-specific issues.
are diverse or are managed by separate
business units may benefit from a structure
like this.

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Prince2 Governance Framework
 PRINCE2 (Projects IN Controlled Environments) is a popular management framework that provides a framework for governing projects. It
ensures that projects are managed consistently and controlled through a structured approach to project governance.
 It defines clear roles and responsibilities, establishes governance processes and themes, and creates governance products to support
decision-making and oversight.
 By following the PRINCE2 framework, organizations can improve project governance, increase success rates for projects, and enhance overall project management capabilities.
PRINCE2 consists of several key components:
Principles Themes Processes Roles and Responsibilities Governance Products Tailoring

Seven principles guide Seven themes determine Seven processes define Outlines specific roles and Emphasizes the Recognizes that each project
project governance and how projects are governed project lifecycle steps and responsibilities within the development of project is different in size,
management. These throughout a project's activities. Each process governance framework for governance products or complexity, and industry,
principles provide the lifecycle. The themes outline clear accountability and document - key artifacts for and provides guidance on
consists of inputs, outputs,
foundation for effective the processes, activities, and decision-making. In each of effective governance. The customizing the
project governance and documentation needed to and activities, ensuring these roles, specific governance products methodology to the project
decision-making The effectively manage key consistency in project responsibilities are assigned provide a structured method environment. This allows
principles include: governance areas. These governance. These to facilitate project for capturing and organizations to modify the
 Continued business themes include: processes include: governance including communicating project governance approach
justification,  Business case decision-making, project information. These products without compromising
 Starting Up a project (SU) oversight, managing include the: PRINCE2's fundamental
 Learn from experience  Organization
 Initiating a Project (IP) resources, and ensuring  Business case principles and core
 Defined roles and  Quality  project progress. Key roles elements. Governance
Directing a Project (DP)  Project initiation
responsibilities  Plans  include the: frameworks can be adapted
Controlling a Stage (CS) document
 Manage by stages  Project Sponsor to fit:
 Risk  Managing Product  Project plan
 Manage by exception  Project board  Organizational standards
 Change Delivery (MP)  Stage plans
 Focus on products  Managing a Stage  Project manager  Industry-specific
 Progress  Risk register
Boundary (SB) requirements
 Tailor to suit the project  Team manager
 Closing a Project (CP)  Issue register  Project-specific needs.
environment.  Project support roles
 Project closure report
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PMI Governance Framework
 Governance practices vary across industries, organizations, and project types. Therefore, project governance approaches must be tailored
to meet each project's specific needs and requirements.
 As a comprehensive reference for project management practices, PMI's Project Management Body of Knowledge (PMBOK) Guide contains
guidance on project governance. In addition to PMI's PMBOK Guide, organizations may use their own governance frameworks and practices
aligned with PMI's principles.
 PMI does not have a governance framework like PRINCE2; however, the PMBOK Guide includes some key elements related to project
governance:

Organizational Governance Project Governance Project Charter Change Control Communication and Risk Management
Structures Reporting

 PMI considers project  PMI recommends  The project charter is a  PMI recommends a  Project governance  Project governance
governance as part of clarifying governance key governance formal change control requires effective involves identifying,
organizational structures and defining document that defines process. communication and assessing, and managing
governance, which aligns project stakeholders' roles the project's objectives,  This includes reporting. project risks.
with and operates within and responsibilities. scope, deliverables, and documenting and  PMI stresses regular,  PMI emphasizes the
organizational governance  This includes identifying stakeholders. managing changes to the transparent importance of
boundaries. key governance  This document project's objectives, communication between incorporating risk
 It includes policies, stakeholders, including establishes the project scope, schedule, and governance stakeholders. management practices
procedures, and the sponsor, steering governance framework by budget.  The process involves into project governance
structures that guide committee, project naming the project  Typical change control timely project status to identify, analyze, and
decision-making, manager, and team sponsor, project manager, processes assess change updates, highlighting risks manage potential risks.
accountability, and members. and other key requests, analyze their and issues, and facilitating  Risk management
management practices.  The governance structure stakeholders responsible impacts, obtain approvals, decision-making through processes enable project
outlines the decision- for oversight. and implement approved clear and concise governance stakeholders
making authority, changes while ensuring reporting channels. to make informed
reporting relationships, project governance decisions and take
and communication stakeholders are involved necessary actions to
channels within the in the decision-making mitigate risks.
project. process.
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Roles and responsibilities across
lifecycles
Role/Phase Initiation Planning Execution Monitoring and Closure
Control
Project Sponsor
The project
board/Steering
committee
The Project
Manager
Project
Stakeholders
Project Team

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RACI Matrix 1
The RACI or RASCI matrix is a project management tool for clarifying
the roles and responsibilities of various people and teams within complex
organizations. In RASCI, five key criteria are used: Responsible, Accountable,
Supporting, Consulted and Informed.

23
RACI Matrix 2

24
Sample assignment outline
• What, who, why is governance
• What is good governance?
• Governance in Waterfall vs Agile or Hybrid
• Governance frameworks
• Roles and Responsibilities
• Governance across lifecycles

25
Further Reading/ Research
• PMI and Governance:
https://www.pmi.org/learning/library/project-governance-critical-success-99
45

• Prince2 and Governance:

https://www.educore.com.tr/wp-content/uploads/2014/08/PRINCE2_and_Gov
ernance_White_Paper_Nov2011.pdf

• APM and Governance:

https://www.apm.org.uk/media/41106/developing-the-practice-of-governanc
e-report_web1.pdf

• Oakes’ integrated project governance model - Oakes, G. (2008). Project

reviews, assurance and governance. Grower Publishing Limited.
• Muller’s project management governance framework - Muller, R.
(2009). Project governance. Grower Publishing Limited.
• Crossrail case study -
https://www.apm.org.uk/news/crossrail-lessons-in-governance/
• APM Glossary: https://www.apm.org.uk/resources/glossary/
26
 Having completed this topic:

• What are some key takeaways or insights you gained about governance? How
can you apply this knowledge to your future professional endeavors?
• How does governance influence project success or failure? Discuss the link
between governance and project outcomes, considering key impact in roject
initiation, planning, execution, monitoring, and closing.

Discussion • What are some key principles or best practices for effective governance? How
can organizations ensure transparency, integrity, and ethical decision-making
within their governance frameworks?
• Can you provide examples of governance structures or frameworks used in
different industries or sectors? How do these structures contribute to
organizational effectiveness?
• How does governance impact stakeholder engagement and management?
Discuss the importance of stakeholder involvement in decision-making
processes.

27
Reflection
Having completed this session, you should be able to:

• Explain the key components and elements of effective project

governance including decision making, controls, and oversight.
• Understand the principles and guidelines provided by widely used
frameworks such as the PMI governance framework or Prince2
governance principles for effective project governance.
• Describe the steps involved in establishing a project governance
structure.
• Critically analyse the importance of stakeholder engagement and
communication in project governance. e.g. ( specification,
expectation, satisfaction).