Project Governance Report: Responsibilities and Arrangements

This Project Governance Report provides a comprehensive overview of project management principles, focusing on the PRINCE2 methodology. It outlines project responsibilities, including those of the SRO, program manager, and business change manager, along with detailed roles, responsibilities, and performance criteria. The report discusses governance arrangements such as alignment to organizational objectives, reporting mechanisms, and decision gates. It also explores the relationship to the portfolio, authorization points, delegation processes, and information validity. Furthermore, the report addresses scrutiny arrangements, status reporting, improvement strategies, and stakeholder engagement levels, providing a well-rounded view of project governance best practices and referencing relevant literature to support its findings. The report underscores the importance of clear communication, structured processes, and continuous improvement within a project environment.

PROJECT GOVERNANCE REPORT
NAME OF PROJECT
PPMP20010 Project Governance
Report
1 PROJECT INFORMATION
Project Name: A brief name to describe the project
Date: Date of current Project Governance Report
Project Ownership: Area responsible for the project
Prepared by: Name and project position
Distribution List: List of those receiving the report
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The Project Governance Report is a vital communication tool that is used as the basis for
ensuring that the project board and other major project stakeholders are provided with
timely, relevant and reliable project information. As a consequence of this report a
framework is provided where by issue can be reported and decisions made in a
transparently accountable manner.
Kerzner (2013) states (p. 21) that governance relates to decisions that define
expectations, accountability, responsibility, the granting of power, or verification of
performance. Governance relates to consistent management, cohesive policies, and
processes and decisions-making rights for a given area of responsibility. Governance
enables efficient and effective decision-making to take place.
The PMBOK (2013) section 2.2.2 discusses project governance and advises that it is a
framework that provides the project manager and team with structure, processes,
decision-making models and tools for managing the project, while supporting and
controlling the project for successful delivery.
The report is based on the contents of Directing plus Managing Successful Projects with
PRINCE2 (2009), A Guide to the Project Management Body of Knowledge (PMBOK
Guide) 5th Edition (2013) and Kerzner Project Management: A Systems Approach to
Planning, Scheduling and Controlling (2013). Please complete this report for your chosen
project.
Guidance boxes like this should be deleted when you have finished with the contents: position the cursor on the
border, left click when a cross appears and press delete.

PROJECT GOVERNANCE REPORT
NAME OF PROJECT
The categories addressed by PRINCE2 are mentioned hereafter. The first one
is the methodology and the standard approach. The next one is generic. This could be
utilized for any kind of project. Next, there are the justification of the cases of
business, product basis and process basis (Rose, 2013). The next category is the
prescriptive and flexible that is also adaptable and could be tailored. Next one is the
international usage in about 59 nations. Then there is the planning of breakdown into
team, stage and project plans.
However, it has not been addressing the detailed techniques apart from the
quality review technique and the product based planning. Then there are also the
special aspects like it has been addressing the general project and not the construction
or financial project (Kerzner, 2013). Moreover, it has also not addressed the
procurement, project human resource management, team development and staff
acquisition. Lastly, the soft skills like leadership capabilities are not included in
PRINCE2.
2 OVERALL PROJECT RESPONSIBILITY
The responsibility for this project lies with the following:
Responsibilities of the SRO:
It has been including the vision’s viability along with the business case. They
are also responsible to get the money from sponsors. They have been leading the
program in achieving the successful finish.
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PROJECT GOVERNANCE REPORT
NAME OF PROJECT
Responsibilities of the program manager:
He has been responsible for the daily management of program around the life
cycle of that program. He has been defining the program controls (Kerzner, 2013). He
has been planning the complete program and controlling the progress. Moreover, he
also manages the budget of the program.
Responsibilities of the business change manager:
He has been defining the advantages realizing the strategic aims of that program. He
also develops the realization plan of benefits (Rose, 2013).
Responsibilities of the program management office:
He has been setting up the standards and tools to manage the program. He is
also responsible for the financial planning and the tracking.
3 ROLES, RESPONSIBILITIES AND PERFORMANCE CRITERIA
The roles, responsibilities and performance criteria for this project consist of
various tools. The useful tool while assigning the different role in this project has
been to draw the clear matrix for every role (Kerzner, 2013). Moreover, the skills are
needed to be outlined for the specific task against the skills that are held by every
candidate.
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PROJECT GOVERNANCE REPORT
NAME OF PROJECT
In the current project let the instance of communication skills be taken. It could be
argued that the communication skills could be learned and could be motivated with
practice. However, any good communicator cannot prove to be a good communicator.
The leadership skills, on the other hand, have been unlikely to be achieved by training
and reading at the mature age. As there is any lack of leadership skills, then the
leaders must acknowledge and focus on the acquirable skills and stronger attributes
(Rakuten Kobo, 2017).
4 GOVERNANCE ARRANGEMENTS
The governance arrangements for this project consist of the regulations,
processes, procedures, functions, set of policies and role defining the management,
establishment, portfolios, programs, and control of projects. The essential components
are discussed hereafter.
Alignment to organizational objectives:
This indicates that the project undertaken must be capable of demonstrating in this
business case. Thus there lies contribution to the objectives of the organization.
The golden thread of delegated authority:
This has been the direct chain of the accountability. Under the chain, everyone must
be aware of their authorities.
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PROJECT GOVERNANCE REPORT
NAME OF PROJECT
Reporting:
This indicates that those to whom the roles ate delegated must report
periodically on the progress (Kerzner, 2013). Moreover, the periodic reporting, extra
reports are required to be made as the person with the delegated roles has been unable
to achieve the role or any conflicts arise regarding the interests.
Independent assurance:
This has been the counterbalance to the self-reporting and has been the
independent check regarding the processes and structures for reviewing the objects to
be met.
Decision gates:
Formal points are needed to be provided here at particular points in the
lifecycle of the project.
5 RELATIONSHIP TO THE PORTFOLIO
The Relationship to the Portfolio for this project is simple. It has been referred
as the P3M meaning the “programme, portfolio, project management”. The project
management has been highly related to the discipline as most of the software
companies have been performing the product development. The complicacy has been
determining the project, product, portfolio and the programming. The products and
the projects have been simple however their definitions have been varying lot for the
portfolio and program (Kerzner, 2013). For instance, the portfolio manager has been
responsible for the project under the similar division met another manager has been
responsible for the portfolio of the complete division. The programs have been the set
of projects or an initiative for delivering the business profit.
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PROJECT GOVERNANCE REPORT
NAME OF PROJECT
6 AUTHORISATION POINTS
Authorization points for this project are the following.
Starting the project:
This has been enabling the controlled start of this project. It has been
happening one in the life cycle of the project and delivering the basis for the project
management and the oversight.
Directing the project:
It has been operating around the project and defining the roles of the project
board at its oversight of this project (Kerzner, 2013). It has been sitting above and
interacting with various other processes.
Initiating the project:
It has been occurring a single time in the entire lifecycle of the project. It has
been laying out the perspective hoe the overall project has been managed.
Planning:
The planning has been created through the recognition of the required
deliverables of the project. It has been also including the activities and the resources
needed to generate them and managing the quality requirements.
Controlling the stage:
It has been providing the guidance to the manager to control the project at
daily basis (Kerzner, 2013).
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PROJECT GOVERNANCE REPORT
NAME OF PROJECT
Managing Product Delivery:
This part of the work authorization system of PRINCE2 has been the
mechanisms for the performers of the technical work.
Closing the project:
This has been the mechanism to transmit the projected return to the company.
7 DELEGATION
The delegation arrangements for this project are been to determine whether the
work has been the responsibility of the sponsors with the sponsor delegating the task
as required. This has been including the charter, economies and the preliminary scope
statement and whatever else has been required (Rose, 2013). It has been also been to
determine whether some or all of that could be performed by the project manager with
the sponsor delivering the sign-off. Other has been needed to be included at the
oversight level and the decision-making to create the project take place.
8 INFORMATION VALIDITY
The manner in which information validity for this project is assured is discussed
hereafter.
Valid Information:
For all the information to become successful the data must be kept upgraded
consistently and assuring that they have been using the data they have been sure is
right.
Reliable Information:
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PROJECT GOVERNANCE REPORT
NAME OF PROJECT
The data must be collected from the authentic source to determine whether the
data has been reliable or not.
Timely Information:
This has been crucial to ensuring that the usefulness at the present state is
known. The sales figures could be used to work out on the present profits or loss.
Fit-for-purpose Information:
The data that you have been collecting must also be needed to be helpful for
the needs. For instance, as the information is collected and not used this could not be
fit for the purpose. As the spreadsheet is received many numbers with the sales
figures over that, the data could be fit for the reason the organization should not
understand what to do with that (Rakuten Kobo, 2017).
9 SCRUTINY
The scrutiny arrangements for this project are described hereafter. It
determines how to break the life-cycle overstates business cases usually sitting on the
self after funding is approved. There have been four methods to start. The first one is
to complete the analysis of the advantages both financial and non-financial. Revisiting
the business case on regular basis and adjusting the benefits and costs is the second
case. Then there is making sure of the realizing the benefits actively. Then there is the
communicating the realization of the benefit in realizing to the company such that
culture gets changes in recognizing the business cases as the fact and not fiction.
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PROJECT GOVERNANCE REPORT
NAME OF PROJECT
10 STATUS REPORTING
The status reporting arrangements for this project are discussed hereafter.
Checkpoint:
Here the internal cycle reviews the status of the individual deliverable and
products.
Highlight reporting:
To review and report the interest’s data to the budget, risk exposure and so on.
Stage reporting and planning:
It is based on divisions of the project representing the level and the duration
held by the project manager.
Stage planning and reporting:
This is lying on the basis of the outcome of the complete project as compares
to the original plans.
11 IMPROVEMENT
The improvement arrangements for this project are mentioned hereafter.
PMBOK has been stating that is has been the guideline instead of just a
methodology. The PMBOK and the PRINCE2 have been controlling the projects from
two distinct viewpoints actually fitting together (Rakuten Kobo, 2017). The project
has been going through acquisition and merger benefiting from the assimilation of
PRINCE2 and PMBOK. The consistent phases around the new combined project have
been the most efficient application of this combination (Rose, 2013).
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PROJECT GOVERNANCE REPORT
NAME OF PROJECT
12 STAKEHOLDER ENGAGEMENT
The stakeholder engagement arrangements for this project are done through
various levels that are categorized hereafter.
Unaware:
It is the effort to identify the stakeholders who have been unaware of this
project.
Resistant:
They are aware of the project and its impacts but resistant to change.
Neutral:
They are aware but are neither resistant nor supportive.
Supportive:
They are aware and supportive of the changes happening.
Leading:
They are aware of the project and the impacts and engaged to assure the
project’s success.
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PROJECT GOVERNANCE REPORT
NAME OF PROJECT
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Biggins, D. (2015). Perspectives on project management methods.
Brioso, X. (2015). Integrating ISO 21500 guidance on project management, lean
construction and PMBOK. Procedia Engineering, 123, 76-84.
Hammouch, H., Medromi, H., & Sayouti, A. (2016). Designing Multi Agent System
Architecture for Project Performance Based on PMBOK Standard.
In Advances in Ubiquitous Networking (pp. 559-570). Springer, Singapore.
Karaman, E., & Kurt, M. (2015). Comparison of project management methodologies:
prince 2 versus PMBOK for it projects. Int. Journal of Applied Sciences and
Engineering Research, 4(5), 657-664.
KARAMAN, E., & Murat, K. U. R. T. (2016). HOW PMBOK ADDRESSES
CRITICAL SUCCESS FACTORS FOR IT PROJECTS?. İktisadi ve İdari
Bilimler Fakültesi Dergisi, 17(3), 186-195.
Kerzner, H. (2013). Project management: a systems approach to planning, scheduling,
and controlling. John Wiley & Sons.
Matos, S., & Lopes, E. (2013). Prince2 or PMBOK–a question of choice. Procedia
Technology, 9, 787-794.
Parker, D., Charlton, J., Ribeiro, A., & D. Pathak, R. (2013). Integration of project-
based management and change management: Intervention
methodology. International Journal of Productivity and Performance
Management, 62(5), 534-544.
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PROJECT GOVERNANCE REPORT
NAME OF PROJECT
Parker, D., Charlton, J., Ribeiro, A., & D. Pathak, R. (2013). Integration of project-
based management and change management: Intervention
methodology. International Journal of Productivity and Performance
Management, 62(5), 534-544.
Rakuten Kobo. (2017). Directing Successful Projects with PRINCE2 2009 Edition
eBook by AXELOS - Rakuten Kobo. [online] Available at:
https://www.kobo.com/us/fr/ebook/directing-successful-projects-with-prince2-
2009-edition-1 [Accessed 22 Sep. 2017].
Rehacek, P. (2017). Application and Usage of the Standards for Project Management
and their Comparison. Journal of Engineering and Applied Sciences, 12(4),
994-1002.
Rose, K. H. (2013). A Guide to the Project Management Body of Knowledge
(PMBOK® Guide)—Fifth Edition. Project management journal, 44(3).
Samáková, J., Sujanová, J., & Koltnerová, K. (2013, September). Project
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Singh, R., & Lano, K. (2014). Literature Survey of previous research work in Models
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