Project governance

There are a multitude of reasons why a project fails or only partially achieves its initial objectives.

An exhaustive inventory is impossible, and it is often easy in hindsight to explain what did not work, with blame sometimes becoming personal.

However, good practice gives us two avenues that must be deployed at the launch of any large-scale project, on pain of later disillusionment.

The first is to select your project manager appropriately.

The second is to put in place adequate project governance, paying particular attention to the selection of the sponsor, the members of the steering committee and the members of the project committee.

The project manager / sponsor duo must be as close-knit as a chairman and the managing director of a limited company.

The steering committee is made up of executives from the entities affected by the project, advises the sponsor on monitoring and on the strategic options of the project, and validates project decisions with the sponsor.

As for the project committee, it must be representative of the business functions of the different entities affected by the project. Together with the project manager, it develops the solutions, deploys them and ensures the quality of the deliverables.

Just as good corporate governance is fundamental to a company’s sound management, clear and representative project governance, with clearly established roles and responsibilities, is a sine qua non for the success of any large-scale project.

The partners of Enatis will gladly help you with this reflection, with no obligation.

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