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Project Governance - Multiple Projects + Clients

3 replies [Last post]
Wed, 2007-08-29 20:34
Patrick Tang
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I am in a scenario where multiple small projects requirement are combined to form a project due to synergy in system changes.

This key objective for combining these projects into one is cost saving. However, I can see a number of issues that can erode this cost saving if the ’right’ project management governane strategy is not put in place.

I would like to know for those who have managed projects in this sort of scenario, what governance strategy did you use and what are the pitfalls you have encountered.

The following are other characteristics of this project:
1. Different end clients;
2. Some component involved the removal of an end client from the business process as an objective;
3. There is only one design, development, testing & implementation team;
4. The small projects that form the big projects are from the same business sponsor (internally).

Any advise will be most appreciated.

Cheers,
Patrick
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Replies

Thu, 2007-08-30 05:55
#1
Oliver Melling
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Joined: 24 Apr 2007
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Patrick,

I would have thought that commercial-in-confidence would have been covered by your companies corporate procedures regarding protectively marked work.

Obviously the project organisation will need to be aligned with the commercial / security needs of the project.

Procedures are the key in creating the correct intellectual property arrangements for the programme. Things such as partitioned drives for commercially sensitive / non-sensitive items such as designs and documents are effective in letting the relevant staff have the required access to information.

As for managing end client responsibilities, i’m sure your aware its all down to communication.

Responisibility assignment matrices- a cross section view of the WBS against the OBS, showing clear lines of responsibility for all stakeholders to sign on to. This can remove the risk of liability if delays occur, even in internally sponsored project.

Something i have recent experience of, co-working. If you envisage delays due to signoffs, then why not remove the delay by integrating the sign-off into the project office. This will benefit the customer just as much as you!

Oliver
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Thu, 2007-08-30 05:25
#2
Patrick Tang
User offline. Last seen 17 years 13 weeks ago. Offline
Joined: 29 Aug 2007
Posts: 4
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Oliver,

That is the intention but I thought I like to know what pitfalls that I might be facing in projects of this nature. In particular, how to protect the cost saving projection by combining them.

The issues I think I could be facing are:

1. Commercial-in-confidence might required separation of the same artifacts such as design and test documents;and
2. Managing end clients responsibilities such as requirement signoff so that design and development phases can start at the same time across all the projects.

Anything else?
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Thu, 2007-08-30 03:11
#3
Oliver Melling
User offline. Last seen 5 years 9 weeks ago. Offline
Joined: 24 Apr 2007
Posts: 595
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Patrick,

Firstly I would suggest that you don’t make any decisions about the project governance strategy alone.

Project Governance is just an extension of Corporate Governance into projects. The aim should be to align the accountability and decision making processes for each project within your programme of works.
Coming up with a common risk management approach and change control process can help ensure consistency with the sponsor (internal) and end clients. It also makes reporting easier for those who will be writing the reports (i.e planner) as there is a common standard.

What issues do you see as eroding the cost benefit of managing the work as a programme?
The alignments aim should be to help you achieve your strategic goal, be it company vision or just programme vision.
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