Let me set some context first before posing you a question around 150 of us were asked.
I signed up for an APM webinar on Monday of this week (March 25) and along with around an audience of 150 listened to Martin Samphire and Andy Murray talk about Effective Governance of Change.
It was a really worthwhile session and many thanks to APM for putting on this and other (free) webinars. The webinar was packed with lots of information and then we were posed a question.
A rather full slide listed the 14 APM Governance Principles. These are listed below. In themselves they are really powerful and I was musing that there are few companies I have worked in where not even 50% are adhered to when a question was asked:
Which of the 14 gives you the most problems?
Before I reveal the answer why not have a go yourself?
The 14 are:
- The board has overall responsibility for governance of project management.
- The organisation differentiates between the project and non-project based activities.
- The roles, responsibilities and performance criteria for the governance of project management are clearly defined.
- Disciplined governance arrangements, supported by appropriate methods, resources, and controls are applied throughout the project lifecycle.
- Every project has a Sponsor.
- There is demonstrably coherent relationship between the overall business strategy and the project portfolio.
- All projects have an approved plan containing authorisation points at which the business case is reviewed and approved. Decisions made at authorisation points are recorded and communicated.
- Members of delegated authorisation bodies have sufficient representation, competence, authority and resources to enable them to make appropriate decisions.
- The project business case is supported by relevant and realistic information that provides a reliable basis for making authorisation decisions.
- The board, or its delegated agents decide when independent scrutiny of projects, and project management systems is required, and implement such scrutiny accordingly.
- There are clearly defined criteria for reporting project status and for the escalation of risks, and issues, to the levels required by the organisation.
- The organisation fosters a culture of frank internal disclosure of project information.
- Project stakeholders are engaged at a level that is commensurate with their importance to the organisation, and in a manner that fosters trust.
- Projects are closed when they are no longer justified as part of the organisation’s portfolio.
So, which gives you the most problems?
I contacted one of the presenters of the Webinar, Andy Murray for the results of the survey and he said project sponsorship was the one which was the most problematic followed by competence and representation of authorisation bodies, and culture of frank disclosure.
This bears out all of the research done by many different organisations including research for our book Strategies for Project Sponsorship which will be published at the start of May 2013. Of course, this may not be top of your list, however our research says, and lots of others support this, that project sponsorship is a problem for many companies and project managers.
Many thanks to APM for organising this Webinar and to the 2 presenters, Martin Samphire and Andy Murray for their valuable input.