As a project manager I'm sure you once feel that project governance makes your life more complex. In some extend it is true, however, after delivering a number of projects, I realize that a proper project governance and change management is actually necessary to provide us with the guideline in ensuring successful delivery of a project.
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| Picture credit: AFIB |
A good project governance should cover an end-to-end project life cycle and encompass a detail guideline and direction on mandatory deliverables and documentations, highly recommended phases, together with clear roles and responsibilities of all stakeholders (core and extended project team). In my organization, project governance also includes phase gate meetings, whereby completeness of documentation is verified against the project phase as the project moves forward. This helps increasing the chance of a project being approved in change control board meeting and minimize the possibility of rework or rollback in production.
There are also other checkpoints along the project in relation with project governance, such as financial gate meeting to secure the budget, design review board meeting to ensure solution alignment with enterprise architecture, and regular SteerCo meeting.
A good project governance also covers a robust change management process, whereby each project is assessed thoroughly to minimize any possible defect, prior to being deployed to production. In my organization, all IT unit heads and department heads are actively involved in change control board meeting, providing inputs and challenges to the readiness of the project from their respective expertise, viewpoint, and system domain.
Most organizations refer their project governance and change management standard to IT Infrastructure Library (ITIL) and the respective ISO standards.
Edwin
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