WGITA Project Governance Wayne Jones Executive Director Australian National Audit Office

Background WGITA 18 th Meeting (DoHA) –Agenda Item 4(a) – Project Governance

Possible Model

Features Based on Prince2 Templates/procedures: Scaled/customised for use Highlights roles/ responsibilities Central artifact is the WGITA Periodic Workplan – determines priorities for projects Requires periodic reports on project progress

Benefits The benefits of this approach is : –Project initiatives are linked to a project mandate that is approved by the WGITA Members/Committee –Project start-up is separated from project initiation to ensure that a project leader is appointed that reports to the WGITA periodically and is responsible for all stages of the project –Project is divided into 3 stages: Initiate a Project; Manage Project; and Close Project. –WGITA responsibilities and oversight requirements are clearly defined; content of project artifacts for approval are also defined to ensure that Members have a clearer understanding of project requirements. –Periodic reporting requirements to ensure that updates are made to WGITA Members –Framework has a focus on defining ‘product’ to be delivered

Start Up a Project The main input for this stage is the WGITA Periodic Workplan. Outputs include: preparation of business case and project brief. Both documents are designed to be short in format, and may be prepared by either the WGITA Committee or the Project Team, depending on the nature of the project and progression through the annual business cycle.

Roles Monitoring, approval of projects Responsibilities of project teams

WGITA Annual/Periodic Plan Members were provided a draft format prior to this meeting. Criteria for assessment of projects –Regionally based –Timeframes

Standard templates

Where to? Review examples and provide feedback to Project Team Project Team to agree framework and expand detail to include: –Roles/responsibilities –Inputs/Outputs into activities Issue to members for Review