What is Organizational Project Governance?
Organizational project governance is based on organizational governance, through the formulation and implementation of adaptive project management policies and procedures, to ensure the smooth implementation and efficient completion of projects, while improving the quality and efficiency of projects. Through project governance, it will help organizations make better use of resources, effectively meet customer/user needs, and improve product and service quality and competitiveness.
Organizational project governance is like the helm of a project, responsible for the planning and control of the entire project process, so that the project, like a high-speed rail on steel rails, will move steadily to the successful terminal.
How to establish and implement an effective project governance mechanism to ensure the success and sustainable development of the project? 6 steps to help you establish an organizational project governance system!
Step 1: Determine the goals and framework for project governance
First of all, it is necessary to set the goals of project governance, including improving project success rate, improving decision-making efficiency, and reducing risks. Once the goals are set, a project governance framework needs to be created, which should define all roles and responsibilities of the project, decision-making process, risk management method, and information communication mechanism.
What are the project governance goals?
How are roles and responsibilities assigned within the project governance framework?
What is the decision-making process?
How to manage project risk?
How to ensure the communication and transparency of information?
Is the project governance framework sustainable and flexible?
Step 2: Set the organizational structure for project governance
Each project requires an effective organizational structure, including project managers, project executive committees, risk management committees, etc. These roles and responsibilities need to be defined and communicated before the project begins. Every member needs to know their responsibilities and understand how they can contribute to the success of the project.
What roles does the project governance structure include?
What are the responsibilities and functions of each role?
How is decision-making power allocated?
How is information flow and communication done?
How do you handle conflict and problems between characters?
Is the organizational structure conducive to the success and continued development of the project?
Step Three: Develop and Implement Project Governance Policies and Procedures
A detailed set of project governance policies and procedures is also required to define how the project should be conducted. Including but not limited to: clarification of workflow, rules for decision-making, steps of risk management, etc. And it needs to be updated regularly to reflect the latest best practices and feedback.
What are the core elements of project governance policies and procedures?
How do these policies and procedures support our program goals?
How are team members informed and trained to use these policies and procedures?
How are these policies and procedures monitored and enforced?
How will feedback on policies and procedures be received and handled?
How are these policies and procedures regularly updated and improved?
Step 4: Develop and monitor key performance indicators (KPIs)
A series of key performance indicators need to be defined to measure the progress and success of the project. Including budget usage, project progress, quality indicators, etc. By monitoring these metrics regularly, you can better understand the status of your project and make adjustments accordingly.
What key performance indicators do we need to monitor?
How do these metrics help meet project goals?
How are these metrics collected and tracked?
How to ensure the accuracy and timeliness of these indicators?
How do we analyze and interpret these metrics?
How can we continuously improve our metrics system?
Step Five: Establish Risk and Issue Management Mechanisms
Project risks and problems cannot be avoided, but a mechanism can be set up to identify, evaluate and deal with these risks and problems. Before the start of the project, it is necessary to identify possible risks and problems, and set prevention and response measures in advance. These risks need to be continuously managed and monitored as the project progresses.
How to identify possible risks and problems?
How to assess the importance and urgency of these risks and issues?
How to develop prevention and response measures?
How are these risks and issues ?
How to report and deal with sudden risks and problems?
How to continuously improve risk management strategy?
Step Six: Drive Continuous Improvement and Learning
No matter the size of the project, there is a constant need to learn and improve. Periodic reviews of project performance are required to see how well it is working, whether improvements need to be made, and what can be learned from it.
How to evaluate the performance of the project?
How to collect and process feedback information for the project?
How are opportunities for improvement identified?
How to implement improvement measures?
How to measure the effect of improvement?
How to ensure continuous learning from the project?
Remember, there is no fixed formula that can guarantee the success of every project, but a good organizational project governance mechanism can greatly improve the success rate of the project. If you want to quickly improve your organizational project governance capabilities, welcome to our China PMO&PM Conference!
On August 26-27, the "Value Delivery • Reshape the Future" project management conference will be held concurrently in Beijing, Shanghai, and Shenzhen. In the organization project governance module, successful cases in multiple business fields will be shared, and effective ways to deal with practical challenges will be shared in terms of ideas and operations. This conference aims to provide a platform for project managers, PMOs, and project management professionals and managers to exchange and learn, share and discuss best practices and cases of organizational project governance, and help participants quickly grasp and improve.
- Organize project management forum guests and topic introduction -
Bian Guohua :
PMO support for organizational strategy
Guest introduction:
Project Management Director of Bian Guohua Meituan Cycling DivisionSharing profile :
Strategy is the core and direction of the organization's operation. How to plan the organization's strategy well, especially how to implement it well is an important responsibility of the PMO organization. Generally speaking, the macro level of strategy is strategic planning, the meso level is strategy optimization, screening and dismantling, and the micro level is strategy delivery and implementation.
In fact, for the project management department, the primary responsibility is to be responsible for the meso and micro implementation of the strategy on the premise of understanding the strategic planning. Or from a larger perspective, many organizational project management departments (such as a group or a business unit PMO) have increasingly begun to be responsible for coordinating the organization's strategy implementation.
It can be said that without first-class strategy execution, there will be no implementation of organizational strategic planning, and even the best strategic planning is nothing but a castle in the air. So, how can the project management team better support the execution of organizational strategy?
This sharing will provide project managers, enterprise managers, strategic planners and consultants with a more comprehensive understanding, and provide useful tools and ideas to help participants better understand the importance of formulating organizational strategies and the important supporting role of PMO in accomplishing organizational goals.
Zhang Taosen :
Linkage between products and projects to facilitate the high-quality implementation of strategies
Guest introduction:
Zhang Tao General Manager of Product and Project Management Department of Xunfei University of Science and Technology
Sharing profile:
Xunfei's digital transformation strategy and TOP management issues have always attracted the attention of the industry. Today we will hear the front-line experience and exploration from Xunfei. In terms of the construction of the main shaft structure, we will see the use of three-certificate management and three-tier shelves to build the main shaft structure. This is a brand-new sales model and management method. We believe that this will set off a new wave in the field of commodity sales.
In the part of project management architecture that focuses on R&D and delivery, we will learn about a more complete and systematic project management method than traditional project management, which will make project management more efficient, scientific and professional. Issues such as product/project manager talent system construction, cultural affiliation and capacity building are also important issues that enterprises must face today. We believe that the speakers will bring us very valuable and practical suggestions and guidance.
We are very honored to invite Mr. Zhang to this conference as a guest speaker. He will share with us the following topics: digital transformation strategy, TOP business issues, main axis structure construction, project management structure based on R&D and delivery, product/project manager talent system construction, cultural affiliation and capacity building, etc.
Meng Yanfei:
Organizational Governance in the Environment of Multi-source Suppliers in the Process of Data Transfer
Guest introduction:
Meng Yanfei Vice Chairman of China Data Center Industry Alliance / EXIN Authorized Certified LecturerSharing profile:
When faced with the challenges of the enterprise multi-source supplier model, enterprises need to recognize the source and nature of the problem and take appropriate measures to solve it. At the same time, the management scheme for multi-project coordination and collaboration is also very critical. The guest speaker will share how the enterprise manages and coordinates various suppliers in a unified project governance framework, so that they can cooperate organically, which not only meets the enterprise's goals, but also satisfies the balance of interests among various suppliers.
In the speech, we will learn about the achievements of enterprise multi-source supplier project governance and how to apply it in SIAM practice. To put it simply, SIAM is a method aimed at integrating the services of different suppliers and conducting unified management. It has been widely used in domestic and foreign enterprises. At the same time, we will also see the analysis and thinking of the guests on the implementation of SIAM in China, which will provide us with more ideas and inspirations.
Continuation:
From project management to project governance—this is how large projects in the BANI era are managed
Guest introduction:
Xu Hua Former ZTE Global PMO & Process Director/Deputy Director of the Greater Bay Area Safety Production Committee, a think tank in contemporary ChinaSharing profile:
The fragility and non-linearity of the BANI era, combined with the complexity of long-term large-scale projects, has made it exponentially more difficult for companies to operate large-scale projects today; in fact, many large-scale projects have problems not because of loopholes in management itself, but because of failure to do a good job of governance at the organizational level.
This sharing uses a real project case to analyze the root causes of risks and uncertainties in the operation of large projects, and proposes four dimensions of organizational governance projects: strategic consistency, rational structure, process integrity, and model innovation.
Zhang Qi:
From "working together" to "consensus"--Communication practice sharing in change project management
Guest introduction:
Zhang Qi, Change Management PMO of the world's leading chain catering groupSharing profile:
This sharing will focus on "The Importance and Strategies of Communication in Change Project Management", starting from concepts and theories, and explain the role and importance of communication in change project management.
Poor communication will lead to stagnation or even failure of project progress. This sharing will deeply analyze the problems and challenges in this regard, and discuss countermeasures and solutions. We will explore the foundations of consensus and communication strategies for building consensus and reaching agreement.
The sharers will provide a variety of real-life cases to help everyone better understand how to build consensus and agree on communication strategies in change projects. Among them, we will discuss common communication methods and tools in change project management, and introduce how to establish effective communication mechanisms and channels.
In addition, successful communication cases and lessons learned in change project management will be shared to deepen everyone's understanding of communication.
Chen Qiang:
Composite Organizational Reconstruction in the New Environment
Guest introduction:
Chen Qiang Senior Manager of Ctrip PMO Process Management/Member of Effectiveness Committee/Secretary of Large Model CommitteeSharing profile:
Looking at the present, factors that have fundamentally changed or may have undergone fundamental changes include: technological changes, changes in consumption concepts, and intensified competition. A new environment with high uncertainty and more challenges is coming rapidly. Andy Grove mentioned in his book "Only the Paranoid Can Survive" that the factors that promote the turning point of the corporate strategy include: competitors, user consumption views, business changes of complementary companies, technological revolution, supplier productivity, and industry business rules. A qualitative change in one of these will trigger the formation of a turning point in the corporate strategy.
Is there a better pattern? Because we are not "prophets", the probability of success is often one in ten. Few companies have survived the period of strategic change. Is there a better model, or a model with a higher success rate? Enterprises in different business scenarios, combined with the subdivision dimensions of Porter's competitive strategy. By establishing a composite organizational structure, we can better respond to the needs of diversified strategic transformation in the new environment, and we look forward to the wonderful content sharing of the guests.
Ning Yanchao:
Practice and Comprehension of Program Management--Making Project Management Valuable
Guest introduction:
Ning Yanchao, Senior Assistant President of Zhongkesoft/Senior Engineer of Chinese Academy of SciencesSharing profile:
In an increasingly complex and competitive market environment, project management has become a focal point for organizational management and leadership development. However, even with project management, the integrated management of organizational governance and organizational strategy is still one of the factors that restrict the value of project management.
In this sharing, I will discuss the practice and experience of program management in organizational governance, how to achieve the effectiveness of organizational governance, effective resource allocation and better performance evaluation through program management. I will focus on sharing how to apply the best practices of program management under the framework of organizational governance to guide the direction of the program and achieve the expected goals.
Practical cases, methods and tools will also be shared, so that everyone can further understand how to integrate program management into organizational governance, improve the value of project management, and make project management more valuable. It is hoped that the sharing can provide reference for professionals in program management, organizational governance or project management, and help them better practice and explore in project management.
Chen Jun:
Strategic Project Management Creates New Competitive Advantages of Enterprises
Guest introduction:
Chen Jun Tencent Engineering Efficiency Expert / Founder of Shenzhen Nimble TribeSharing profile:
With the continuous development of the economy and the intensification of competition, strategic project management is becoming more and more important in the development of enterprises. As project practitioners, we need to look at and handle the company's projects from a strategic perspective, better integrate projects with corporate strategies, and realize long-term planning for corporate development.
How to use the best practice of strategic project management to more closely integrate projects with corporate strategies, quickly achieve corporate goals and maintain competitive advantages. This sharing will provide in-depth analysis, practical methods, effective cases and personal experience sharing to help you better understand how to implement strategic project management in your enterprise.
This sharing will provide you with the practical summary and experience wisdom of the guests, discuss the role of strategic project management in corporate strategy, and how to make PMO & PM better understand and use them. If you want to learn how to use strategic project management to create new competitive advantages for your company, come to our conference and expect new ideas and inspiration for you.
How to participate? Please add the WeChat consultation of our conference assistant
China PMO&PM Conference
China PMO&PM Conference, referred to as CPPC in English, is the top summit in the field of project management hosted by the Chinese PMO&PM Community (PMO Frontier).
In 2023, the China PMO&PM Conference will be held simultaneously in Beijing, Shanghai and Shenzhen on August 26-27 , with the theme of value delivery • reshaping the future .
