Reflection on governance
Governance in project management is an operation in continuum from the inception of the concept through the various milestones, to project operation and benefit delivery. While governance is highly dependent on the structures in place, the ultimate factor is the personnel overseeing the structures. This essay is a reflection on project governance and a critical discussion on the knowledge of the subject.
The optimal characteristic of governance, project leadership and management, and monitoring of the process of project implementation will change with time, project, and leadership in place. Moreover, global as well as local environments are changing rapidly due to such factors like globalization. As the project environment changes, it is important that the governance model changes appropriately to accommodate these changes for the goals of delivering the project successfully. Through the four principles of project governance; portfolio direction, disclosure and reporting, project management effectiveness and efficiency, and project sponsorship the project board which is the governing organ for large projects, should seek to develop and observe responsibility, accountability, clear roles, effective controls, effective decision making, and involvement of the appropriate personnel with the right skills for every level.
The project decisions made by the governing body for each project should reflect the strategic goals of the project for which funds and other resources have been mobilized to achieve. In the course of implementation, it is obvious that projects will face risks and challenges, but the project governing body and structures have a responsibility to ensure that these are managed in away likely to promote the realization of the projects stipulated outcomes. This involves the mitigation of risks and challenges that have the potential to cause the failure of the project.
The interesting learned concept
As earlier mentioned, project governance is an operation in continuum. For effective project governance, this process goes well beyond the completion and delivery phase of any particular project. As stated by Garland (2009), for effective governance of projects, the governing body should always learn from any previous project implemented either successful or otherwise. In case of project failure, the governing body and structures should establish the causes of the failure and the appropriate strategies to remedy the failure. On the other hand, for successful project, after the project has been closed, it is the responsibility of the governing body to carry out a project management analysis. This process involves auditing of the project and recommendations on any documented glitches as well as what could be done to improve on the implementation of the project. These should then be put into action for the next similar project.
Additionally, it was interesting to learn that, while the buck stops with the project governing body and governing structures, for effective management of projects, each and every structure and personnel in the project implementation should be involved in the governing process. Klakegg (2009) argues that, if the governing body excludes the other non-management personnel and structures, the project implementation is bound to be “messy”.
An examination of the global growth in project outputs reflects demands increment that is expected to be shouldered by project managers. The projects therefore is that, the Australian project management environment will demand more skilled project mangers as well as governing bodies, and this is predicted to be beyond the current resource pool. This argument is made under the basis that, the potential gap predicted is due to complicated factors as a result of the unique geographical positioning of the country. It is argued that, this statement is a misconception founded on incomplete information. Currently, with the advanced communication technology, information, which is the basis of skills for project managers, can be transferred and received from every corner of the globe. Even though Australia might be uniquely positioned, information on project management is well accessible mainly through online sources. The statement that Australian project managers are to be outstretched due to skill gap is considered a misinformation. The considerably substantive argument would be to state that, the skilled manpower available for project governing could be overwhelmed with increased number of project management opportunities.
Of the various subjects covered, more information would be required on the various corporate strategic direction needed by project managers for application in context of project program. With the growing complex and highly dynamic environments, more information is required to advice on how project managers need to assimilate corporate strategic directions to the project planning and implementation program, which is the most effective way of ensuring project governance and management suits the prevailing corporate requirements for firms to remain competitive in the corporate front.
Garland, R. (2009). Project Governance: A Practical Guide To Effective Project Decision Making. London and Philadelphia, Kogan Page Limited.
Klakegg, O. J. (2009). Governance: Recent developments of a “messy” concept, Norwegian University of Science and Technology, NTNU.