Project Governance is the management framework within which project decisions are made. Project governance is a critical element of any project since while the accountabilities and responsibilities associated with an organisation’s “business as usual” activities are often well understood in terms of governance arrangements, seldom does an equivalent framework exist to govern the development of its capital investments such as business or IT projects.

CMC provides governance on projects by ensuring that the decision making framework is logical, robust and auditable. In this way, an organisation has a structured approach to conducting both its “business as usual” activities and its business change or project activities. CMC recommends that all projects appoint a Steering Committee to ensure that the structure of the project, issues, risks, decisions and variations are well understood and agreed by all stakeholders.

It is also imperative that the appropriate level of detail regarding project reporting status, issues and risks are communicated succinctly and in the most effective manner.

Project Management Office (PMO)

Resource allocation is becoming increasingly more complicated and less predictable for companies that must respond quickly to volatile and changing business environments. Added to this challenge is the ever widening gap between available funding and project needs.

A Project Management Office (PMO) centralises management and control of projects to ensure that they successfully achieve the organisation’s strategic business objectives.
The Project Management Office drives value, ensuring that:

  • Integrity of component projects is maintained through independent assurance.
  • A single source of enterprise program data exists to support reporting to key stakeholders.
  • Risks and Issues are raised to the right level to enable timely and effective decision making.
  • Standardised program and project management processes and systems are adopted.
  • Project Directors are supported in the delivery of their objectives.

PMO Scope of Services

Key Activities (immediately after Contract Award)
  • Undertake a current state assessment of the existing PMO function
  • Develop and finalise a PMO Transition Plan
  • Implement the PMO Transition Plan
  • Develop the PMO Management Plan to include performance KPIs
Key Activities (steady state) in no particular order:
  • Maintenance of the PMO Management Plan including monthly PMO management report
  • Project Management process improvement
  • Project lessons management
  • Project completion/close-out management
  • Program governance (planning and delivery of project assurance reviews prior to decision gates)
  • Planning and delivery of project health checks and peer assists as necessary
  • Planning and delivery of project audits as necessary (part of Quality Management)
  • Project progress monitoring and status challenge (part of planning/scheduling services)
  • Development and maintenance of the integrated schedule, including basis of schedule management
  • Enterprise wide program data analysis and management reporting (dashboards, management reports, program performance)
  • Provide the single source of program information for corporate communications
  • Undertake project interdependency management (part of integrated planning)
  • Provide secretarial services for monthly program and project meetings
  • Development and management of the following critical PM processes:
  1. Management of Change (project change control)
  2. Schedule Management
  3. Estimating
  4. Cost Management
  5. Performance Management and Reporting
  6. Resource Management
  7. Risk Management – including quantitative risk analysis (QRA) services
  8. Quality Management
  9. Project Delivery and Assurance (stage gating)
  • Development and management of the organisation’s project management methodology (policies, standards, processes, procedures, guidelines and templates/registers/forms)
  • Operation and maintenance of the Change Control Board
  • Provision of fit for purpose software tools (e.g. scheduling, estimating, cost management, reporting, Program and Project Controls Management System, Risk Management System,
  • Document Control and Management Systems, Information Management System, Business Process Management System)
  • Provision of program and project cost management (e.g. cash flow analysis and liaison with client’s CFO team)
  • Provision of ICT delivery (PM and support) and liaison with service providers.

Independent Quality Assurance

QA Review is standard process for all CMC’s engagements from Project Feasibility Assessment through to Post Implementation Reviews (PIR).

For CMC consultants engaged on client projects, the PRINCE2 based methodology identifies specific QA points for all phases of the project life cycle. These quality points are reflected in individual project plans underpinning CMC assignments where client in-house methodologies are not in place or preferred. The project plans are reviewed by CMC’s Senior Management on commencement of all projects and on an ongoing basis, where appropriate.

In addition, a number of CMC directors and consultants have experience in ITIL Service Delivery framework implementation and have provided consulting services in this area to both private and public sector organisations.

The Australian Press Council retained CMC to assist with software evaluation and project governance as the organisation rolled out a major new Complaints Management System. The expertise and assistance provided by CMC was excellent and helped to ensure that the introduction of the new software proceeded without any of the major difficulties and delays that so often accompany such projects. CMC’s staff were a pleasure to deal with.

John Pender, Executive Director - Australian Press Council