Governance, structures and processes 8hours
Organisational and external Governance, structures and processes (Perspective 2) create the formal context of a project, programme or portfolio. The amount and interdependency of the project, programme or portfolio interfaces with this context defines an important part of the complexity. It may mean that a project, programme or portfolio has to deal with legacy processes or structures that served clear goals when they were established but are cumbersome to use in the present situation.
The Governance, structures and processes (Perspective 2) competence element enable the individual to effectively participate in, and manage the impact of, governance, structures and processes on projects, programmes and portfolios.
- Know the principles of programme management and the way they are implemented
- Know and apply the principles of project management and the way they are implemented
- Know the principles of portfolio management and the way it is implemented
- Align the project, programme or portfolio with project supporting function
- Align the project, programme or portfolio with the organisation’s reporting and decision making structures and quality management processes
- Align with human resource processes and functions
- Align with finance and control processes and functions
- Study project management principles and guidelines.
- Explain to your team members what it means to work in a project.
- Translate the guidelines into a project specific approach.
- Explain project management principles to the permanent organization.
- Take account of the maturity level of the organization.
- Develop a general understanding of programme management.
- Describe the typical characteristics of the programme.
- Explain this to parties involved.
- Make the project become a vital part of the programme.
- Investigate which portfolio your project/programme belongs to.
- Study the critical success factors and performance indicators.
- Study the portfolio management process used.
- Provide information for the portfolio management process.
- Work within the boundaries of your authority.
- Bring the reporting in line with the needs of the decision makers.
- Follow the reporting lines within the organization.
- Understand the way in which the organization has implemented quality assurance.
Lesson 5 : Align the project with the organisation’s decision making and reporting structures and quality requirements
- Use the department managers to recruit the right team members.
- Respect the boundaries between the project and the permanent organization.
- Ensure you have a good relationship with the department managers.
- Use existing processes to train and develop the people on the project/
- Understand the characteristics of the financial controls present.
- Determine the obligatory and optional guidelines.
- Ensure that the project satisfies all the financial guidelines.
- Report clearly and objectively on the financial status.
Chinwi Mgbere is the President of Project Managers Development Association of Nigeria (PMDAN), Member Association of the International Project Management Association (IPMA), Certified Projects Director (IPMA Level A), National First Assessor of the IPMA 4 Level Certification System for the PMDAN Certification Body. He has taught various disciplines at Nazarbayev University School of Engineering
Chinwi Mgbere has more than 24 years of experience including extensive international experience in managing projects, portfolios of projects and programs.
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