Program governance definition

Taking it a step further, the way the entire country implemented projects was not aligned with governance best practices. I embarked on a journey to create an online repository to provide guidance for project and program management teams within Canada.

The purpose of this online tool was to develop a new governance approach, one that was clear, efficient and easily managed. There were three primary ambitions for standardizing the governance framework: to provide immediate access to governance best practices, to foster a process for interlocking with the stakeholders and to provide one source of truth for our project management community. These all sprouted from the eight governance components. When developing this repository, which I called the Governance Information Repository GIR , I focused on the following areas: defining the RACI responsible, accountable, consulted, and informed , clear organizational structures, stakeholder analysis, and defining reporting lines.

When developing this tool, I used the following three-pronged approach:. I was initially challenged by the organization as to why we should make the investment to create this tool. I convinced management that this online repository acknowledged that governance was the core foundation for successful projects and programs.

I further explained the following benefits:. After developing the repository, my mission was not yet complete. The Project in a Box concept assisted project managers by providing guidelines on the following:. The following are the basics steps in identifying the level of intensity of governance framework the project managers need to deploy:. Step 1: Define the customer's requirements and the nature of the project based on the tempo and pace and the customer's change environment.

Step 2: Define the proposed solution and what success looks like based on project type, financials, defined success, leadership, technology, internal teams and dependencies. This step focuses on defining stakeholder engagements and involvement. This step provides guidance on the assurance and project management control processes and the level of detail.

Step 4: Depending on how the T-Shirt Sizing is allocated for the project or program, the tool provides template and guidelines on how to manage the handover from sales to delivery, planning, stakeholders, kick-off meeting, revenue, monitoring and reporting, communication plan, lessons learned and project closure. Lastly, this step defines the scope of meetings, reporting, gates and risk and issue management.

Establishing project governance is not a simple task. Significant investment needs to be made when embarking on a new project. It is often challenging to quantify what the benefits are when it comes to investing in the creation of the project governance framework. The following are four key benefits of project governance:. Project governance provides a single point of accountability.

This mandates clarity and fosters consistency of decision making for the life cycle of the project Townsend, By appointing one focal point of accountability, the individual's primary focus will be on delivering on the project's objectives and will be not be deterred for the duration of the project.

In addition, project governance defines and clearly articulates structured roles, responsibilities and accountabilities within the project, which also facilitates decision making. This is critical when the project manager has a deviation in scope, budget, time, resources, or quality, or when a risk has presented itself. Project governance defines whom these issues impact and how to deal with the impact. Not only does it define whom the issues impacts, but also it details mechanisms for how to deal with the issues.

It ensures that the appropriate review on the issues is done and who are the key points of contact for addressing and approving any deviations in the project requirements. Project governance provides direction and defines decision-making procedures and metrics for validating impacts to the project. It also enables the project team to deliver on requirements and creates a forum for issue resolution to occur in a timely manner. Finally, project governance provides a vehicle for information gathering and reporting to all stakeholders.

This framework ensures that the communication plan is well defined, updated and executed. It also facilitates consistent, standardized and transparent reporting. This promotes nibble status updates on productivity as well as communicates and addresses stakeholder expectations. Project Management Institute. Newtown Square, PA: Author. Townsend, C.

Project governance 17 Success Secrets—17 most asked questions on project governance —What you need to know. Newstead, Australia: Emereo Publishing. Article Ethics , Governance , Government 1 May Like no other country, Wales is reshaping how projects align with everything from sustainability to racial and gender inequities. Article Decision Making , Governance 1 February Article Governance 1 December By Turner, J.

They will step in when required. In the next section of this program governance model tutorial, we will delve into the responsibilities of the program governance board. First, the program board establishes the governance mechanisms of a program and provides the vision and goals of the organization to the program. Second, they approve the program and endorse initiation of components.

This includes providing final authorization to the program through the issuance of a program charter, and also getting involved in the chartering process of components within the program. Fourth, the board helps the program manager in establishing an overall program governance plan. The board also reviews and approves the program approach and plans. Fifth, the governance board supports the program in various ways, for instance, by resolving issues that get escalated from the program level.

Sixth, the board also monitors and reviews the progress of the program and determines if there is a need for a change in strategy or tactics. The board gets involved in conducting the phase gate reviews and other critical decision points in a program.

Finally, the program board approves component initiation or transition as per the requests from the program, and also the transition and closure of the overall program. As we can see, the role of the board is fairly broad. Let us continue our discussion on the responsibilities of the program governance board in the following section of the program governance model tutorial.

Let us delve deeper into the role that the program board plays and how it takes the decisions necessary for the program to move ahead. The role of the program governance board can be discussed with respect to the following categories:.

Probably the most important set of decisions involves the initiation, transition, and closure of the program and its constituent projects.

The program governance board approval may be required during initiation, and transition to a new project component or program. Sometimes, the program manager will be able to issue the charter for the components of a program. The approval of, or at least informing, the board may be necessary, depending on the quantum of investment being made in the component.

While seeking authorization of the board, should that be deemed necessary, the program manager acts as the sponsor of the component, and prepares the component charter in partnership with the component manager. The approval process for program governance includes:. The governance board plays a critical role in making a decision regarding the closure of the overall program.

This decision to close the overall program involves:. In this section of the program governance model tutorial, we will cover the role of the program board in decisions around program funding and preparation of the program governance plan.

Sufficient and timely availability of funding is critical to the success of the program. The program board plays a vital role in ensuring that this happens and also ensuring that the sanctioned funds are utilized in a manner that is consistent with the organizational priorities.

The program governance board and the program manager together come up with a program governance plan. The plan sets up the overall framework for governance on the program. Such a plan should cover the following:. The program board is responsible for setting up the minimum success criteria for a successful program. Methods for endorsement of the success criteria are widely communicated across the organization and the executive leadership.

The program governance board reviews and approves the program management plan and the approach that the program will take in trying to achieve the benefits. In line with the plans and the success criteria that are established, the board will also approve the appropriate monitoring and controlling framework for the program and its components.

The program governance board should play a constructive and supportive role in ensuring the success of the program. This includes supporting the program performance and ensuring that the necessary organizational resources are made available to the program and its components.

Also, the program board will create a program management office to support the program. We will continue to look at the responsibilities of the program governance board in the next section.

The board has to create a reporting structure that provides for information necessary to monitor continued compliance. The framework has to be appropriate; not just from a compliance standpoint, but also in ensuring that the right information is being reported at the right frequency to the necessary stakeholders.

This includes ensuring that the necessary organizational standards and frameworks are applied and that there are enough oversight and guidance provided to the components as they go about the quality management processes within the program. The program governance board is responsible for monitoring the environment of the program, and making sure that changes necessary for ensuring the continued success of the program are pursued and introduced in a planned and consistent manner.

The governance board also helps the program manager in establishing a change management system for the program. Let us find out the relationship between program governance and program management in the next section of the program governance model tutorial. It is clear that effective governance is critical to the success of the programs, and the governance function and the governance board essentially supports the program management in ensuring that there is adequate governance.

The program managers depend on the program governance board for ensuring continued organizational support for the program. This could be by way of funding, resource assignments, guidance about strategic alignment, change management, resolving escalated issues, etc.

We have seen plenty of examples of how the governance board supports the program in the previous sections. It is critical that the relationship between program management and program governance is collaborative and symbiotic rather than adversarial. In the next section of the program governance model tutorial, we will look into the common individual roles related to governance. So far, we discussed the governance framework as a cohesive body acting in concert. Now, let us examine the roles of individuals within this framework.

The sponsor is typically an executive from the organization who sponsors the program. The sponsor is responsible for directing the organizational vision and the investment decision on a program. So we can view the sponsor as a champion for the program at the executive level. The program governance board members act as a collection of executives who bring in their expertise and knowledge to authorize and supervise the program.

The program manager is also part of the governance structure as he sets up and manages the program. Sometimes the program manager may be referred to as the program leader. The project manager of a component of the program is responsible for managing that specific component. It is important that good governance process be created for a program, and that the Governance Board contains the right people.

Program will struggle if they do not have the right people providing senior management guidance and if decisions get bogged down by an ineffective Governance Board. Note - The pages below are available in the ProgramStep ebook for licensed users only.

If you would like more information on becoming a licensed user, click here. TenStep, Inc.