IT Governance

What Successful Project Governance Looks Like

In this article at Girl’s Guide to Project Management, Elizabeth Harrin interviews author Richard Heaslip on project governance. Heaslip started his career as a biological scientist but found his calling in project management. Let’s find out his take on successful project governance.

Learning About Project Governance

Harrin asked several questions related to project governance. Heaslip gave his insights in detail. Let us find out below what they are:

Many Hats of a Leader: Based on their project requirements, leaders of the project governance team must adjust their responsibilities and priorities. The most important thing is that project or program leaders must never move away from the project goals. A project leader should use their communication skills to streamline project operations. Meanwhile, a program leader should have excellent communication skills to showcase program benefits.

Prelude to Project Success: For today’s businesses, success is no longer limited to completing projects on time, budget, or requirements. Take steps to understand the value you will derive from the project and define the success criteria. Continuous risk assessments and assumption reviews help projects to identify mistakes early.

Tackling Performance Issues: Heaslip insists that leaders have ‘internal GPS’ to make course corrections before it is too late. Good governance will allow you to identify early warning signs. You can then take steps to mitigate them. You have a governance model if it helps your project managers, program managers, and executives collaborate seamlessly.

There are two types of governance models. The two-party model includes the governance committee and the project or program manager. The three-party model includes project managers to look after operations, program managers to regulate outcomes and executives to streamline the business.

The Future Take on Governance: Experts are working on updating governance models to support complicated projects and programs. The next step is to facilitate company cultures that will support these initiatives.

To view the original article in full, visit the following link:

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