APMP STUDY NOTES

1.2 PROGRAMME MANAGEMENT

COORDINATED MANAGEMENT

COMMON
STRATEGIC GOAL

BAU

PM

PM

Project

Project

Inter-related

Contribute

PM
Project

Strategic
Tool

Programme
Manager

Corporate
Management
PM

PM

PM

Project
Projects

1.2 PROGRAMME MANAGEMENT

BENEFITS

RESPONSIBILITIES

Irreckon
I Interdependencies

SB Strategic Benefits

R Resources

BiRD

R - Risks

Benefits to achieve
Requirements to be met
Deliverables to be produced

E - Economies of Scale

I Integration of projects + Interdependencies

C - Communication Routes

RPC Resources, Priorities, Conflicts

RIC - Risks, Issues, Changes

1.3 PORTFOLIO MANAGEMENT

SELECTION & MANAGEMENT off ALL
May NOT be inter-related
Programme

BAU
Project

Programme

And When

Project
Project

Management of Resources

R RvR ITR
R Resources
R - Risks vs Returns

BAU profit or project

I - Improvements lessons leant, feedback

T Technology same throughout

R- Responsiveness closer to customers, market,
react quicker

1.3 PORTFOLIO MANAGEMENT

Portfolio management is the selection and management of all of an organisations projects, programmes
and related business-as-usual activities, which may not be interrelated. If defines when they take place
and is particularly interested in the management of resources
A portfolio is a group of projects and programmes carried out under the sponsorship of an organisation.
4 Commom Aspects

Screening, analysis and financial appraisal of project and programme characteristics in relation to the
organisation strategy;
Prioritisation and/or selection of projects or programmes, given the resources available, and likely
returns and risks;

Continued monitoring as projects and programmes develop;

Adjustment of the portfolio in the light of developing circumstances around the portfolio.
Portfolio management is particularly concerned with the interdependencies between projects and
programmes in terms of:
scarce or limited resources;
balance within the portfolio between risks and return;
Timing;
capacity bottlenecks.

1.4 PROJECT CONTEXT

P Political

E Economic

S Sociological

Other factors to consider are :

organisational capability and
maturity,
structure and processes ,
Credit Crunch
individual resource
Exchange Rates/ Interest Rates capability and availability.

Government Policies
TAXation

Fashion
Population changes

T Technological

L - Legal / Regulatory

E - Ethical/Environmental

New, obsolescence,
eCommerce
new laws,
employment laws and restrictions
Pollution
Job losses
3rd World exploitation

1.4 PROJECT CONTEXT

Projects do not exist in a vacuum
, the environment in which they are
undertaken is known as the CONTEXT. An appreciation of the context the project
is being performed in will assist the management of the project.
The context can have Internal and External influences on the project.
4 Elements
Internal - Resource

availability

External - Technology

, new, obsolescence, e-Commerce

- Legal
- Economic

new laws, employment laws and restrictions

Exchange Rates, interest rates, credit crunch

1.5 PROJECT SPONSOR

Is an active Senior Management role. Responsible for indentifying the business need.
Ensure project remains viable & benefits are realised, resolving issues outside the control
of the PM.
Sponsor is Primary Risk taker, acting on behalf of the project stakeholders
Owns Business
Case, responsible for its completeness and thoroughness so
the board can sign it off.
Ensures Benefits are achieved & ensures obstacles

are dealt with

Authorises Phases and Changes

Provide strategic Link

to Corporate management

Business leader and decision maker who is able to work

across functional boundaries within an organisation;
Advocate for the project and the change it brings about;
Commits sufficient time and support to undertake the role;
Experienced in project management to be able to judge
whether the project is being managed effectively.

BLARB
Business Case
Link to Corp
Authorises
Risk Taker
Benefits Realised

1.6 Project Office

A project office serves the organisations project management needs. A project

office can range from simple support functions for the project manager to
being responsible for linking corporate strategy to project execution.
Allocates PM resources to projects and is responsible for the development of
the PMs
Provide expertise to projects on tools, techniques and provides information
Enables / Drives lessons learnt and improvements

Provides support to enable the Sponsor to focus on business decisions & to

concentrate on exception management.
Develops and maintains standards, processed & methods

2.1 Project Success & Benefit Management

Success factors

Benefits

is the project a success ?

Met Time
To Quality
To Cost
elements of context that increase likelihood of success

Does it benefit the Business, make a profit ?

normally comes later after project finished,
e.g. market share, improving security, increasing staff satisfaction

Success Criteria is the Qualitative or Quantitative measures by which the success of

the project is judged.
Benefit is the measurable improvement resulting from project
KPI Measures of success that can be used throughout project to ensure it is
progressing successfully.

2.1 Project Success & Benefit Management - 5 uses of Success Criteria & KPIs
Success Criteria are developed during
the Concept phase and support the
Business case.
They are agreed with by Stakeholders
and represent what constitutes success.
They support project Authorisation.

They provide focus for the planning of

the project and setting realistic
objectives.
They aid the flow down of objectives

Concept
Planning

During stage reviews they are used to

determine/measure how the project is
performing against its objectives,
providing feedback to Upper
Management & Stakeholders.
Support go/no go checks

Reviews
Handover
& Closeout

Changes

They can be used for change

evaluation, the impact of a change
must be established & understood by
all stakeholders. If accepted a formal
change control process must be
followed

During Handover & Closeout they can

be used to demonstrate success. And
to achieve progress sign off.
They can be used later to ascertain
whether planned benefits were
achieved.

2.2 Stakeholder Management

5 Elements of a Stakeholder Analysis Process
1)

Identify

Identify Stakeholders with an interest in the project. May be internal or external to the
business.
Brainstorm & research

2)

Levels

Establish levels of interest & influence/power on the project.

3)

Priorities

The various interests and power levels need to be evaluated to establish their potential
impact on the project.
Against

For

high
Power
low

Interest

Establish blockers and backers and prioritise those who have the greatest power & interest (
whether +ve or ve.
4)

Action Plans

Develop an action plan and implement it to deal with each stakeholder appropiately.

5)

Monitor

These plans are monitored and controlled to ensure effectiveness.

The process is continuously applied, especially at phase boundaries where stakeholders
interest & power can change

2.2 Stakeholder Management

Stakeholder management is the systematic identification, analysis and planning of
actions to
communicate with,
negotiate with and
influence stakeholders.
Stakeholders are all those who have an interest or role in the project or are impacted by
the project.
Potential stakeholders may identify:
resources needed for the project;
organisations or people who will be affected by the project;
organisations or people on the sidelines of the project who will influence
attitudes and behaviours;
statutory and regulatory bodies.
Questions to consider are as follows:
Do they have an interest in the project succeeding?
Will they be openly supportive of the project as it progresses?
Is the stakeholder ambivalent about the project?
Could the stakeholder have a negative view about what the project will deliver?
What are their expectations and how can these be managed

2.4 Project Management Plan

The PMP provides a baseline definition of how a project will be managed. The PMP
contains various plans on how the project will be implemented, success criteria, role &
responsibilities and many more factors.
It is owned by the PM, authorised by the Sponsor and developed with the project team,
aiding their buy in.
It is the Why, What, How, Who, When, Where and How Much
4 policies

Change Control
Project Plan
Communications Plan
Procurement

5 actions a PM takes to prepare a PMP

1. Why. To understand business case and why the project is needed
2. What. To define What has to be achieved, Scope, success criteria, KPIs, deliverables
3. How. Develop the strategy of How the project is to be undertaken, WBS,PBS, Tools &
techniques, project control, plans.
4. How Much.
To produce estimates and budgets.
5. Who. Define Roles and Responsibilities

2.4 Project Management Plan

The PMP provides a baseline definition of how a project will be managed. The PMP
contains various plans on how the project will be implemented, success criteria, role &
responsibilities and many more factors, and is a reference document for the project.
It is owned by the PM, authorised by the Sponsor and developed with the project team,
aiding their buy in.
It is the Why, What, How, Who, When, Where and How Much
4 policies

Change Control
Project Plan
Communications Plan
Procurement

5 actions a PM takes to prepare a PMP

1. Why. To understand business case and why the project is needed
2. What. To define What has to be achieved, Scope, success criteria, KPIs, deliverables
3. How. Develop the strategy of How the project is to be undertaken, WBS,PBS, Tools &
techniques, project control, plans.
4. How Much.
To produce estimates and budgets.
5. Who. Define Roles and Responsibilities

2.5 Risk Management

Initiation step to define scope & objectives

INITIATE
Identification to identify all significant risks that may
impact the project objectives and gather information
for analysis
Analysis

Qualitative
methods to
determine
probability &
impact of each
risk. Can
prioritise them.

Quantitative
methods to
determine
combined effects
of uncertainties
and risk

Response
Appropriate responses are considered and selected on
the basis of overall benefit. Responses aim to Avoid,
Reduce, Transfer, Accept the risks with a contingency
action.
Execute agreed responses.
Is an Iterative process

IDENTIFY

ASSESS

PLAN
RESPONSES

M
A
N
A
G
E
P
R
O
C
E
S
S

IMPLEMENT
RESPONSES
Reviews,
Audits,
learning,
Improvements

Workshops Useful for integrating inputs

2.5 Risk Management
from different stakeholders & experts.
Deals with complex situations with
interdependencies between risks
5 Techniques for Identification
Workshops
Post Project Reviews
Check lists & Prompt list
Brainstorming
Assumptions analysis
SWOT analysis
Interviews
Cause & Effect

Brainstorming This is an open forum where

group members identify risks and then
rank them.
Useful for similar situations, and good
for team building

Check lists Team go through checklists to

identify risks. The lists consist of
structured questions and is useful for
SWOT This is a specific brainstorming
gathering information.
activity using Strength,
Reduces the need for experts.
Weaknesses, Threats and
Opportunities as main focal Interviews with stakeholders & experts to
points. This technique
identify risks and possible responses.
encourages big picture view.
This is relatively quick and
inexpensive and often provides
information on preventative actions

2.5 Risk Management

4 Responses to Top Priority Risks
Avoid

- An alternative approach is taken to avoid the risk

Transfer

- Assign contractual responsibility to another stakeholder who is

better place to manage the risk.

Reduction

- Proactive measures to reduce likelyhood, impact or both. Ideally

reduction measures should be taken for high level risks.

Acceptance

- Where the risk impact is low or the cost of mitigation is too high.
NOT FOR TOP PRIORITY RISKS !

Contingency

- A fallback plan that will be implemented if the risk occurs.

Additionally we can add an allowance in estimates for events that
cannot be predicted.

2.5 Risk Management

4 Actions of a PM in Preparing Responses to Top Priority Risks
1. Involve team and experts to generate responses to risks
2. Cost out the actions and analyse the benefits
3. Apply resources & establish ownership of actions
4. Obtain authorisation if necessary
All projects are inherently risky, because they are unique, constrained, complex, based
on assumptions and performed by people.
Exploit, enhance, share or accept opportunities,

2.6 Project Quality Management

Is the discipline that is applied to ensure that both the outputs of the project and the
processes by which the outputs are delivered meet the stakeholders needs.

Project Outputs & Processes thereof meet stakeholder needs

Quality Planning

Identifying which Q standards are relevant and how to

apply them to ensure required quality is achieved.
Output is Q Plan ( part of PMP ), provides guidance
to stakeholders on how Q management will be performed.
Includes :- Stakeholder expectations
Success Criteria
Standards
How Q will be Assured

Quality Assurance Verifies work is being done in accordance to procedures

Pre planned Reviews and Audits
Provides confidence to stakeholders that project will satisfy Q
requirements & standards
Provides valuable information for lessons learnt & improvements.

2.6 Project Quality Management

Quality Control. Checks projects results comply with standards & specifications.
Take corrective action to eliminate causes or address unsatisfactory
performance.
Conforms to spec, fit for purpose and meet stakeholder needs.
Inspection, testing, trials - verify deliverables fir for purpose, meets
stakeholder needs.
Continuous Improvement The process of improving Q by incremental changes, from
lessons learnt.
Focus is on specifying requirements tightly and meeting them
effectively & efficiently as possible.
Approaches include TQM, 6 Sigma.
Quality is broadly defined as fitness for purpose
Quality management : Outputs of Project and process by which the outputs were
delivered meet stakeholder needs.
3 Tools to help :- risk management, modelling and testing , and configuration
management

2.6 Project Quality Management

How a PM ensures Q Requirements are met
1. Standards

Ensure team know standards, specifications

2. Procedures

Ensure team know procedures, train them

3. Roles & Responsibilities Make team aware of their roles & responsibilities for
carrying out Q Management actions.

4. Monitoring and Control To ensure product quality is being adhered to as per Q

Plan.
Ensure outcomes of audits are acted upon
5. Change Control in place

2.7 Health & Safety & Environmental Management

Health, safety and environmental management is the process of determining and
applying appropriate standards and methods to minimise the likelihood of accidents,
injuries or environmental impact both during the project and during the operation of
its deliverables.
5 PM actions to comply with Health & Safety Legislation
1. Training

Awareness of safe working practices & safety information

2. Safety Equipment

Staff awareness & training on using safety equipment

3. Tools & Equipment

Regularly checked and safe to operate

4. Risk Assessments

Identification, analysis & responses to hazards

5. Accident Book

Accidents & Incidents involving safety are

Documented,
Reported,
Evaluated &
Acted upon

2.7 Health & Safety at Work Act 1974

To secure
Health
Safety
Welfare of
People at Work

To protect OTHERs from risk

arising from activities of
People at Work

AIMS

To Control emissions
into atmosphere of
noxious or offensive
substances

To Control the Use &

Storage of Dangerous
Substances

2.7 Health & Safety & Environmental Management

4 Specific Duties of Care
1. Training

Staff given adequate training to do their job

2. Safety Equipment

Staff

3. Tools & Equipment

Regularly checked and safe to operate

4. Risk Assessments

Are conducted Identification, analysis & responses to

hazards

aware of
after
equipped with &
extra
trained to
time
use appropriate safety & protective equipment

3.1 Scope Management

Scope Management involves the identification and definition of the deliverables and
work to produce them.
IN
/ NOT IN
The scope must define what is included and what is not included
Scope management is continually applied throughout the project life cycle.

4 Actions a PM takes to produce Scope

1.
2.
3.
4.

Define deliverables -> PBS

Establish WBS to achieve above. Define inputs & outputs, determine resource
Cost up each WP, with team.
Identify and evaluate assumptions made

3.1 Scope Management

PBS Product Breakdown Structure

Hierarchical breakdown of products

produced by project

WBS Work Breakdown Structure

Hierarchical structure showing tasks to

be undertaken by project.
Lowest elements are called work
packages.

OBS Organisation Breakdown Structure

Shows role titles

PM
TL

TM

TM

TL

TM

SL
TM

RAM Responsibility Assignment Matrix

CBS Cost Breakdown Structure

TM

TM

Accountability, role,
responsibility of team

Diagram of WBS

Work Packages are lowest

level of any branch

Benefits of Structures in Planning and Controlling Projects

1.
2.
3.
4.
5.

Helps define Schedule on which whole project is built

Defines objectives and maintain focus
Assigning Resource & responsibility
Managing Cost
Monitoring Progress

3.2 Scheduling
Process to determine overall project duration and when activities and events
are planned to happen.

2 Methods :-

Gantt Chart
Network Diagram

PERT - Programme Evaluation Review Technique uses 3pt estimates

3.3 Resource Management

Resource Levelling :Two Types of Resource:Resource Allocation
Resource Smoothing
Resource Aggregation

Schedule work not to exceed resource limit, may extend

duration
Replenishable fresh supplies, eg. Raw materials
Re-usable When finished, become available, eg. People
Mapping resources to tasks
Resources used efficiently, does not affect duration
Summation of resources against time

3.4 Budgeting & Cost Management

Estimate Cost, Agreeing budget, management of actual vs forecast
Commitment:Value of orders placed for work to be done
Accrual:Work done, payment is due
Actual Expenditure:
Actual costs, money paid
Forecast out-turn cost:CAC = Total of Actuals + Accruals + Committed + Estimated CTC
Phase budget over time used in project financing and funding: allows cash
flow forecast & drawdown of funds to be agreed.
Concept
Initial
Estimate
Business Case
Investment
Appraisal

Definition
Estimate
refined (=BAF )
Risks &
Contingency
added

Implementation

Estimate
agreed by
Sponsor
Budget Set
Allocated to
WPs

Monitored
EVA

3.5 Change Control

Is the process that ensures all changes made to a projects baselined Scope T,Q,C or agreed
benefits are
Identified
Evaluated
Approved, Rejected or Deferred
5 Features of a Change Control Process
1. Request

2. Initial Evaluation

Come form any stakeholder

Entered in a log
Changes may be External stakeholders, may be subject to
contract conditions
Reviewed to consider if it is worth while evaluating in detail
Evaluation of change as a deviation itself from project plan.
Change may be rejected.

3. Detailed Evaluation

Consider impact on Scope, T, Q,C, agreed benefits. T

4. Recommendation

To Approved, Reject or Defer

Q
Sponsor has authority, Communicate outcome

5. Update Plans

If change approved, all plans are updated to reflect the change

6. Implement

Necessary actions to implement change are undertaken

3.6 Earned Value Management

Prerequisites
1.
2.
3.
4.
5.
6.

A work breakdown structure (WBS) to define the work.

Responsibilities for work defined in an organisational breakdown structure (OBS)
The budget distributed in the WBS.
All authorised work scheduled.
A method of measuring achievement.
The budget phased over time against the schedule to provide a profile of
expenditure.
7. Baselined plans
8. Costs Recorded , coast identified as either direct or indirect costs, and all direct costs
recorded.
9. Performance data collected and analysed on a periodic basis.
10. Forecasts for the remaining work produced.
11. Changes to the baseline managed through a change control process

3.6 Earned Value Management

Five Benefits from using Earned Value Analysis in projects
1. Performance Measurement

Provides ongoing performance measurement.

Useful for PM to focus attention.
Can compare with other projects

2. Variance and trend analysis

Shows deviations from baseline, in terms of cost

and schedule ( good and bad )
Can plot SPI & CPI and others to show trends in
performance

3. Predicts CAC & End date

Gives advance notice of possible over/

under spend useful for financial management
Gives a predicted end date, useful for resource
management

4. Improves Estimates

History of actual spend on tasks helps improve

estimating accuracy of current and future tasks

5. Provides triggers for escalating problems & highlighting successes. Upward Feedback
Could use trend lines.
6. Information to assess whether corrective actions are required.

3.8 Issue Management

Is the process by which concerns that threaten the project objectives
and cannot be resolved by the project manager are identified and removed.
Escalate to sponsor or higher. If not project may fail or effect objectives.
4 Actions

Two Common Failings:

Capture

1. Wrongly identifying project problems as issues that

are the responsibility of the project manager. This
diverts attention away from handling genuine
issues;
2. Failing to FURTHER escalate an issue when not
resolved.

Impact on
Q

Escalate
Issue = Threat to project objectives that cannot be
resolved by PM
Monitor
Issue resolution -> Project Steering group

4.1 Requirements Management

Process of capturing, analysing and testing the stakeholder and user wants and needs.
Requirements should be comprehensive, clear, well structured, traceable and testable.

The primary factors:

Value Size of the benefit associated with each requirement.
Priority Stakeholders agree the priority ordering of requirements.
Time Time imperatives drive the ordering of the requirements.
Process How the solution is to be built, particularly important where subcontractors
will be used to build some components
CADET
Capture
Analyse
Define,
Evaluate
Test

needs
value, priority, time, process
resolved conflict, document
design meets requirements
meets requirements

4.3 Estimating Techniques

Bottom Up Estimating
This method is based on the WBS. All the individual lower level tasks in the WBS are
estimated independently and then rolled up to produce the project estimates. Time
consuming. Accurate. Best done in definition phase when information more accurate.
Comparative Estimating
It takes the overall costs and timescales for similar projects and adjusts them for size and
complexity simply involves using experience. Needs historic data. E.g. time taken to lay
pipe. The danger is that previous projects may have been inefficient, badly managed, or
circumstances may be different e.g. laying pipe in different terrains.
Parametric Estimating
Parametric estimating uses a mathematical model or formulae to produce project
estimates based on input parameters. It is usually based on historical data. Quick to
produce once set up.

4.3 Estimating Techniques

How estimates vary through project lifecycle.
Concept
Definition
Accurate
estimates
difficult due
to lack of
information

Better
estimates
when
planning
takes place

Implementation
Estimates
refined by
performance
feedback

An Estimate is an approximation of time and cost

3pt estimates allow for variation in estimates

Handover
Estimates
almost
certain since
mainly based
on actual /
known
information

5.1 Business Case

Provides justification for undertaking a project, in terms of evaluating the benefit, cost
and risk of alternative options and rationale for the preferred solution.
Its purpose is to obtain sign off ( management commitment and approval for investment
in the project). Owned by the sponsor.
JCBDIG
J
C
B
D
I

Justification for project, explains link to corporate strategy. Used to optain

authorisation
Criteria details project success factor, used to judge success by stakeholders
Benefits details the benefits anticipated as a result of the project
Deliverables details a schedule of key deliverables, their purpose and a high
level description of project scope
Investment Appraisal analysis of different options, including do nothing.
Provides financial benefits, costs, payback.

Schedule
Risks
Assumptions
Constraints;
Dependencies;

5.1 Business Case Investment Appraisal

Payback

Time taken to recover initial investment. Longer Payback, increased

risk. Shows cash flow situation. Useful for comparing options
where levels of initial investment and time taken to recover are
important. Can compare projects with different paypack.

NPV

Net Present Value Provides a realistic estimate for future returns

and profit using discounted future values to bring them into present
day values. Can compare projects or options with different levels of
Investment,
Cash flow profiles
Timescales

IRR

Internal Rate of Return Discounted Rate that produces an NPV of

Zero.
Used to compare value of project with alternative returns on
investment, such as bonds.
Needs adjustment to allow for different levels of risk in projects.

5.1 Business Case

Why Sponsor must own business case

The project manager will usually hand over responsibility for the project when the
deliverables have been formally accepted. At this stage the business benefits, defined in
the business case, have yet to be realised. As the sponsor owns the benefits realisation
he should also be responsible for making the business case for the project
The sponsor provides the link between the project and corporate management who
determine corporate objectives. Every project must be aligned to corporate objectives
hence the sponsor is best placed to ensure that the business case supports corporate
objectives.

5.1 Business Case Investment Appraisal

5 limitations of Investment Appraisal techniques

Financial methods will not address:1. Operational Survival - a project may be needed for operational survival, e.g.
cheaper manufacturing costs, millennium bug.
2. Competitive Survival may need to defend or improve competitive edge to survive,
regardless of financial benefit. Or an new opportunity may arise, = life tag.
3. Quality of Estimates. The investment appraisal techniques are based on estimates of
future in terms of sales, revenue, savings etc. These are a judgement of people and
may not reflect actual outcome.
4. Environmental Factors - Financial methods cannot determine factors in the
environment that may change. PESTLE, legislations, obsolete technology.
5. Stakeholder influence not all stakeholders may be interested in financial aspects,
for instance a new hospital.

6.1 PROJECT LIFE CYCLES

6.1 PROJECT LIFE CYCLES

MMERR
Benefits MMERR
Manageable Chunks

Major

Review Points

Estimating Accuracy

Rolling Wave Planning

Risk

6.5 Handover and Closeout

Explain the Handover Process

1. Marks the end of the Implementation stage, where the project enters into its
operations environment. The process of handover starts with defining a plan which
will state the process, objectives and may include training, support.
2. The achievement of deliverables are demonstrated, making sure they match
acceptance criteria and that they are accepted.
3. The sponsor formally accepts responsibility for the project and must then ensure
business benefits are achieved.
4. Deliverables are physically delivered to operations and users, including
documentation and are accepted.
5. Training and Support Infrastructure are set up and provided. Ensure product start up
and commissioning.

6.5 Closeout
Finalising all project matters.
Carry out Post Project Reviews.
Re-deploy team
PM Should:
Surplus material should be disposed of
All contract and Purchased orders are finalised
All project accounts are finalised
All documentation archived
Carry out Post Project Reviews.
Performance appraisal of team.

6.6 Project Review

Checks likely or actual achievement of objectives specified in the PMP and benefits in
business case.
Reviews include : Gate Reviews, Post Project Reviews, Benefits Realisation Review
Post Project Review - Independent facilitator chairs
HELPP

History - what went well, what went wrong

Estimates How did actuals compare with plan, how good were estimates
Lessons Learnt Draw up lessons learnt, recommendations for improvements
T
Performance against success criteria and
Q
C
how well did team perform recognition
Performance of PM - Risk, change control, quality, co-ordination

6.7 Organisation Structure

Functional Organisations

Advantages

6.7 Organisation Structure

Project Organisations

Advantages

6.7 Organisation Structure

Matrix Organisations

Advantages

6.7 Organisation Structure

Strong Matrix Organisations

Advantages

6.8 Organisational Roles

5 ROLES IN PROJECTS

Corporate Management

Authorisation
Risk Exposure check
Strategic Overview

Sponsor

Owns Business Case

Delivering Benefits
Link
to Corporate management

PM

Controls & Coordinates

Produces deliverables
Achieving TQC

Users

Requirements & Definition

Product Review

Team

Does the work

Help plans the work feas report.

6.10 Governance
Ensures that an organisations project portfolio is :aligned to organisations objectives
delivered efficiently
sustainable
Governance of Project Management is a subset of Corporate governance