IT Best PracticesIT Governance

Why You Need a Project Governor

Pretty much everyone in the enlightened masses understands the value of project management these days, but project governance’s equal value often goes unstated. In an article for, Randy Rayess suggests adding a “project governor” role to a project, functioning in a parallel capacity to the project manager. Is this the last piece of the project perfection puzzle?

Guaranteeing Project Stability

In Rayess’s view, the project manager is the person who delegates tasks among the team and serves as a point of contact for remote teams, whereas the project governor does this:

They are responsible for the overall administration of the project. The Project Governor in an outsourced software engagement is usually a third party, not part of the client team or the development team but acts to help ensure a successful fair outcome in line with the agreed upon contract. The project governor has a holistic view of the project and must understand the underlying objectives and incentives of each party.

The project governor understands all of the pertinent terminology in contracts and ensures that terms are correctly used. They also assume control of structuring a project into milestones, perhaps even managing escrow accounts that are funded by clients at the start of work and released to developers upon work’s completion. Basically, anything regarding scope or making sure developers and clients are both living up to expectations is the domain of the project governor.

Granted, one might argue that much of what is described here are tasks that a good project leader should already be controlling. Perhaps the difference is largely in branding, in that actively assigning a project governor keeps the notion of governance itself at the forefront. And this if nothing else is a noteworthy aim. After all, the examples of success and failure resulting from good and bad IT governance are myriad. As Rayess notes, the Georgia Technical Authority reaped significant improvements in its project success rate after partnering with Computer Aid to implement a governance software solution. Good governance like this does not happen by accident; it must be articulated consciously.

You can view the original article here:

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