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Brian Holt Discussion started by Brian Holt 2 years ago
I am taking my APMP exam in 3 weeks time. Have started exam papers and looking for feedback please. This is taken from an example paper.

Explain the overall aim of project governance ?

Project governance fills the void between the board of the organisation and the project environment. It ensures that the project does not proceed to far or to fast and that the organisations exposure to risks are managed reducing the exposure of threat based risks to the organisation. It ensures that only justified projects with a justified business case can proceed and facilitates the ability to terminate those projects which no longer align to business strategy.

Explain what each of the 4 components of project governance seek to ensure ?

Portfolio Direction

Portfolio direction explains how an organisation lifts and sifts through its projects and programmes to ensure that only those that are aligned to business strategy of the organisation can continue. For example within our organisation we hold an annual review of projects and programmes in which typically 25% of projects / programmes are stopped, which are then replaced with new projects. Without portfolio direction projects / programmes may no longer align to business strategy so for example an introduction of a new product may not meet new green values or standards that the company is looking to introduce.

Project Sponsorship

Project sponsorship is the commitment and proactive involvement of those within the sponsoring group or the board of the organisation. Have we got a valid and justified business case agreed with the sponsoring group.  Does the sponsor play an active role in communications. Are decisions relating to risk made in a timely structured manner. Without project sponsorship it is likely that the project will drift, risks are not managed effectively and the project will not delivery to time, cost or quality.

Project Management Efficiency and Effectiveness

Are the project managers qualified to manage the projects on which they are working. Do they have the pre requisite knowledge of the subject area (e.g. Construction) and level of experience commensurate with the size and value of the projects on which they are working. Do they have have the experience to manage the risks associated with the complexity and importance of the projects. Failure to ensure this happens can lead to project failures.

Disclosure and Reporting

Across our projects do we have a culture of open and honest disclosure of facts to the stakeholders. Effective decision making can only be made if all relevant facts are available. A reluctance by any members of the project to report issues or changes can lead to poor decisions being made exposing the organisation to increased risk and potential for project failure.
Paul Naybour
Paul Naybour Good I only added a mention of the organisation board of directors to the portfolio direction paragraph 2 years ago
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