Middle East Community of Practice Dubai, 19 th January 2009 Project Management, Programme Management, Portfolio Management Corporate Governance to Project.

Slides:



Advertisements
Similar presentations
ENTITIES FOR A UN SYSTEM EVALUATION FRAMEWORK 17th MEETING OF SENIOR FELLOWSHIP OFFICERS OF THE UNITED NATIONS SYSTEM AND HOST COUNTRY AGENCIES BY DAVIDE.
Advertisements

Guidance Note on Joint Programming
The Managing Authority –Keystone of the Control System
Facilitated by: Pobal Training Initiative.  Using the “Managing Better” Toolkit  Principles of Good Governance  Key Responsibilities of the Company.
Develop an Information Strategy Plan
PRESENTATION ON MONDAY 7 TH AUGUST, 2006 BY SUDHIR VARMA FCA; CIA(USA) FOR THE INSTITUTE OF INTERNAL AUDITORS – INDIA, DELHI CHAPTER.
Auditing, Assurance and Governance in Local Government
Child Safeguarding Standards
International Federation of Accountants International Education Standards for Professional Accountants Mark Allison, Executive Director Institute of Chartered.
School Development Planning Initiative
AUDIT COMMITTEE FORUM TM ACF Roundtable IT Governance – what does it mean to you as an audit committee member July 2010 The AUDIT COMMITTEE FORUM TM is.
IS Audit Function Knowledge
Auditing A Risk-Based Approach To Conducting A Quality Audit
Quality evaluation and improvement for Internal Audit
Purpose of the Standards
OGC’s Managing Successful Programmes MSP. Purpose of MSP To provide a framework of best practice principles and concepts for programme management drawn.
How can projects be controlled?
Audit Committees in Local Government FinPro Professional Development Seminar Linda MacRae Local Solutions Pty Ltd 25 October
Internal Auditing and Outsourcing
Effectively applying ISO9001:2000 clauses 5 and 8
Project Human Resource Management
ACADEMIC PERFORMANCE AUDIT
G17: Recordkeeping for Business Activities Carried out by Contractors Patrick Power, Manager Government Recordkeeping Programme Archives New Zealand.
Improving Corporate Governance in Malaysian Capital Markets – The Role of the Audit Committee Role of the Audit Committee in Assessing Audit Quality.
Organize to improve Data Quality Data Quality?. © 2012 GS1 To fully exploit and utilize the data available, a strategic approach to data governance at.
Internal Control in a Financial Statement Audit
GUIDELINES ON CRITERIA AND STANDARDS FOR PROGRAM ACCREDITATION (AREA 1, 2, 3 AND 8)
Registrant Engagement Through CPD Aoife Sweeney, Head of Education, CORU - Health and Social Care Professionals Council, Ireland.
Quality Management.  Quality management is becoming increasingly important to the leadership and management of all organisations. I  t is necessary.
Internal Control in a Financial Statement Audit
Inspire Personal Skills Interpersonal & Organisational Awareness Developing People Deliver Creative Thinking & Problem Solving Decision Making, Prioritising,
Strategic Plan th October Management and Governance “GeSCI’s corporate structures and management arrangements were appropriate for.
Mentor Update, (2008) – Extended Version. Content includes: B71 / B73 SPL Supporting Practice Learning Module, Continuity of Practice Assessment Record,
FOURTH EUROPEAN QUALITY ASSURANCE FORUM "CREATIVITY AND DIVERSITY: CHALLENGES FOR QUALITY ASSURANCE BEYOND 2010", COPENHAGEN, NOVEMBER IV FORUM-
Corporate Governance.  According to King III, the board should: ◦ be responsible for the strategic direction and control of the company; ◦ set the values.
Document Number: Version: 1v0 © Outperform UK Ltd 1 Assessing the change capability of an organisation Jennifer Stapleton.
Harmonization Project FAS Meeting Harmonization project and ISSAI 200 Purpose and scope of the project The purpose is to provide a conceptual basis.
Practical Investment Assurance Framework PIAF Copyright © 2009 Group Joy Pty. Ltd. All rights reserved. Recommended for C- Level Executives.
International Atomic Energy Agency Roles and responsibilities for development of disposal facilities Phil Metcalf Workshop on Strategy and Methodologies.
1 The Future Role of the Food and Veterinary Office M.C. Gaynor, Director, FVO EUROPEAN COMMISSION HEALTH & CONSUMER PROTECTION DIRECTORATE-GENERAL Directorate.
BUCS Conference 2010 Club Committee Development and Training for Higher Education Sports Clubs Wednesday 14 th July 2010.
1 Voluntary and Community Sector Review Voluntary & Community Sector Review Grants Strategy Working Party Participative Session 28 September 2006 Appendix.
Kathy Corbiere Service Delivery and Performance Commission
Linking the learning to the National Standards for Safer Better Healthcare Joan Heffernan Inspector Manager Regulation – Healthcare Health Information.
A New Standard for Disposal Mark Crookston Senior Advisor Appraisal Government Recordkeeping Group.
Assessment Validation. MORE THAN YOU IMAGINE ASQA (Australian Skills Quality Authority) New National Regulator ASQA as of 1 July, 2011.
1 International Education Standards for Professional Accountants Mark Allison, Executive Director Institute of Chartered Accountants of Scotland and Technical.
ICAJ/PAB - Improving Compliance with International Standards on Auditing Planning an audit of financial statements 19 July 2014.
Organizations of all types and sizes face a range of risks that can affect the achievement of their objectives. Organization's activities Strategic initiatives.
Info-Tech Research Group1 Info-Tech Research Group, Inc. Is a global leader in providing IT research and advice. Info-Tech’s products and services combine.
McGraw-Hill/Irwin © The McGraw-Hill Companies 2010 Internal Control in a Financial Statement Audit Chapter Six.
Child Safe Standards How effective is your leadership team in promoting a child safe culture in your organisation? 2 June 2016.
AUDIT STAFF TRAINING WORKSHOP 13 TH – 14 TH NOVEMBER 2014, HILTON HOTEL NAIROBI AUDIT PLANNING 1.
Purpose Best Practise Approach How to use guide Competencies/Knowledge prerequisites Organisational Context of P30 P30 Evolution & Maturity AEC Navigation.
Chapter 6 Internal Control in a Financial Statement Audit McGraw-Hill/IrwinCopyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
 Planning an audit of cost statements, records and other related documents is considered necessary to ensure achievement of audit objectives with available.
Principles of Good Governance
Presentation to the Portfolio Committee on Communications on the:
Software Quality Control and Quality Assurance: Introduction
NTNU’s quality system for education
IIASA Governance Review
Project Human Resource Management
Integrated Management System and Certification
Understanding the Principles and Their Effect on the Audit
MODULE 2 INTRODUCTION TO GOVERNANCE AUDIT
The partnership principle in the implementation of the CSF funds ___ Elements for a European Code of Conduct.
Portfolio, Programme and Project
Mr Mirco Barbero European Commission, IAS.C1
An overview of Internal Controls Structure & Mechanism
Good Governance and an Effective Board of Trustees
Presentation transcript:

Middle East Community of Practice Dubai, 19 th January 2009 Project Management, Programme Management, Portfolio Management Corporate Governance to Project Governance Richard Renshaw KBR

Introduction The purpose of this presentation is to provide a walk-through of a Guide document prepared by the APM (Association for Project Management) relating to the attainment of coherence between corporate governance and project management processes. The governance of project management concerns those areas of corporate governance specifically related to project activities.

Principles of Governance of Project Management Based on governance requirements and on the discipline of project management, 11 principles have been identified for governance of project management. An organisation should meet these principles should they be certified in different levels of PRINCE2 Maturity (P2MM) and Project / Programme Management Maturity (P3M3) - an assessment is shown on the following slides. The OGC project Maturity Models are based on five levels, namely: 1. Initial 2. Repeatable 3. Defined. 4. Managed 5. Optimised. The PRINCE2 Maturity Model (P2MM) only assesses maturity at the first three of these levels.

PRINCE2 Maturity Model (P2MM) Levels LevelP1M3 (OGC – Office of Government Commerce)LevelP2MM 1 Initial Can the organisation recognise projects and run them differently to its ongoing business? 1As P1M3 2 Repeatable Does the organisation ensure that each project is run with its own processes and procedures to a minimum specified standard. 2PRINCE2 is adopted by projects within the organisation, but is applied inconsistently across projects within the organisation. 3 Defined Does the organisation have its own centrally controlled project processes and can individual projects flex within these processes to suit the particular project? 3PRINCE2 has been tailored to align to other organisational processes and is the adopted standard for all projects within the organisation. 4 Managed Does the organisation obtain and retain specific measurements on its project performance and run a quality management organisation? 4N/A 5 Optimised Does the organisation run continuous process improvement, with pro-active problem and technology management? 5N/A

NumberGovernance of Project Management PrinciplesP2MM Level 3P3M3 Level 3 1The board has overall responsibility for governance of project management. Partial 2The roles, responsibilities and performance criteria for the governance of project management are clearly defined. √√ 3Disciplined governance arrangements, supported by appropriate methods and controls, are applied throughout the project life cycle. Partial√ APM Governance Principles Covered If an Organisation Has Embedded PRINCE2 and P3M3

NumberGovernance of Project Management PrinciplesP2MM Level 3P3M3 Level 3 4A coherent and supportive relationship is demonstrated between the overall business strategy and the present portfolio. NAPartial 5All projects have an approved plan containing authorisation points at which the business case is reviewed and approved. Decisions made at authorisation points are recorded and communicated. √√ 6Members of delegated authorisation bodies have sufficient representation, competence, authority and resources to enable them to make appropriate decisions. Partial APM Governance Principles Covered If an Organisation Has Embedded PRINCE2 and P3M3

NumberGovernance of Project Management PrinciplesP2MM Level 3P3M3 Level 3 7The project business case is supported by relevant and realistic information that provides a reliable basis for making authorisation decisions. √√ 8The board or its delegated agents decide when independent scrutiny of projects and project management systems is required, and implement such scrutiny accordingly. Partial√ 9There are clearly defined criteria for reporting project status and for the escalation of risks and issues to the levels required by the organisation. √√

APM Governance Principles Covered If an Organisation Has Embedded PRINCE2 and P3M3 NumberGovernance of Project Management PrinciplesP2MM Level 3P3M3 Level 3 10The organisation fosters a culture of improvement and of frank internal disclosure of project information. Partial 11Project stakeholders are engaged at a level that is commensurate with their importance to the organisation and in a manner that fosters trust. Partial√ The Table illustrates that an organisation should meet 4 of the 11 principles given that they are certified in PRINCE2 Maturity (P2MM) to level 3 and have at least partial compliance in a further 5 principles. Gaining P3M3 level 3 maturity will enable an organisation to meet 7 of the 11 principles, but would still require some extra mechanisms to be in place.

Governance Framework Additional Considerations Consideration should also be given to incorporate: Existing governance practices (As defined in the organisation’s articles and memorandum) The Internal Controls requirements defined in the Sarbanes- Oxley Act 2002 (if applicable) The Internal Controls guidelines (D.2 Turnbull) defined in the Combined Code 2003 The Governance Themes defined in the new 2007 MSP method.

Acknowledgements Re. The Guide to Governance of Project Management The guide is available from the APM website and click on ‘About Us’.

Further Sources of Information APM Body of Knowledge, Section 6.

Further Sources of Information

Question Time