The strategic management of an organisation identifies and implements the long-term goals of that organisation. In addition to period reporting, additional reports need to be made if the person with delegated responsibility is unable to fulfil that responsibility, or if conflicts of interest arise.Ĥ) Independent assurance: This is a counterbalance to self-reporting, and is an independent check of the structures and processes to review whether the objectives will be met.ĥ) Decision gates: Have to taken at specified points in the project life cycle − provide formal points of control where a decision is made to grant or renew authority for the project to continue. Within this chain each person needs to know what their authority is and what needs to be referred to a higher level of authority within the chain.ģ) Reporting: Whom responsibilities have been delegated should periodically report on progress. With this contribution clearly stated then the project context is clear and governance of the project can ensure that the project is focused on the outcome rather than activities.Ģ) The golden thread of delegated authority: This is a direct chain of accountability. What is Project Governance and Why do we need Project governance:The set of policies, regulations, functions, processes, and procedures and responsibilities that define the establishment, management and control of projects, programmes or portfolios.ġ) Alignment to organisational objectives: Means that the projects undertaken by an organisation should be able to demonstrate, in the business case, the contribution to the organisation’s objectives.
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