Build a complete understanding of project, programme and portfolio governance using principles and techniques proven to work across multiple business sectors. Learn how to ensure effective decision making on your organisation’s projects and programmes.
Learn how to establish effective governance for your projects, programmes and portfolios.
Understand the principles that underpin effective governance.
Develop governance arrangements that provide senior executives with visibility and control.
Design governance frameworks that clarify who makes what decisions.
Scale governance mechanisms to suit projects with different risk profiles.
Governance frameworks that deliver effective decision making for your organisation.
Understanding governance is essential for Project Managers, PMO managers and senior executives because all have a strong interest in effective project decision making. Poor governance is recognised as a major cause of project failure so knowing how to structure governance frameworks is a critical skill. Yet very few people understand the principles of good governance. This course will ensure you have the knowledge and understanding to establish effective project, programme and portfolio governance in your organisation.
Content and Overview
The thirteen lectures and 52 minutes of content in this course are designed to provide you with a comprehensive understanding of the governance of projects, programmes and portfolios.
Starting with the very basics of governance, it will help you understand its importance and how it is treated by best practice. It then takes you through the principles that underpin effective governance. Understanding these principles will enable you to address any governance situation. You will also learn how to scale governance arrangements to suit the needs of any organisation or project. It means you will be able to apply effective project, programme and portfolio governance in all circumstances.
Upon completing this course, you will have the knowledge and skills to establish efficient and effective governance arrangements for any portfolio, dealing with programmes or projects of any risk level and size. You will understand the principles of effective decision making on projects, programmes and portfolios and will be able to apply those principles in any organisation with whom you work.
Defines project, programme and portfolio governance and explores the different types of project decisions. Discusses the fundamental components of P3G.
Explains why project, programme and portfolio governance is so important including:
Discusses what best practice says about project and program governance, focusing on the project management methodology, PRINCE2 and the program management methodology, Managing Successful Programs or MSP.
Explains the difference between the two fundamental business activities known as Business as Usual and Change, and how their governance must be treated differently. Investigates the purpose of the organisation structure and why it can’t meet the needs of projects. Introduces a model for explaining these differences.
Discusses accountability, why it’s important and how it relates to projects and programs. References best practice methodologies PRINCE2 and MSP which both contain the concept of a single point of accountability, and investigates why those methodologies consider it to be so important.
Explains how to determine who should be held accountable for the success of a program or project. Discusses the importance of selecting the right person.
Discusses what it takes to empower the person accountable for the success of a project or programme. Means ensuring that the accountable person has the authority to ensure the decisions they make are acted upon.
Discusses the importance of the business case and why it is necessary to maintain it throughout the life of the project.
Explains how to ensure decision making clarity on a project. A project may have many decision makers or committees associated with it so it’s important to be clear who makes what decisions.
Describes how an Investment Gating process provides investment decision points over the life-cycle of the project investment. This means that projects must get approval as they move through the project investment life-cycle.
Describes how to scale your governance arrangements to suit projects of all sizes and complexity.
Expert in project, programme and portfolio governance with 30 years’ experience working in project related fields. Published author on project governance and has written white papers for the UK Cabinet Office Best Management Practice website. Official reviewer of the best practice guide, Management of Portfolios, regularly presents at conferences and is a guest lecturer for tertiary education bodies. Has developed or advised on governance for programmes and projects ranging from $50M to $5B across multiple sectors.
Works with best practice methodologies such as PRINCE2, MSP, MoP and P3O as well as PMBoK. Experience covers Australia, the UK, the Middle East, Eastern Europe and the USA.