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Corporate/Organisational Governance


Location:  PMKI > Organisations & Governance > Corporate/Organisational Governance. 

This subject covers the creation and implementation of the organisational objectives, policies, practices and systems that are responsible for ensuring organisational resources are utilised effectively and the work of the organisation is aligned with its strategy and objectives. The concepts outlined in these papers are consistent with ISO 21505 Project, programme and portfolio management - Guidance on governance and ISO/IEC 38500:2010 Corporate governance of information technology.

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Topics included in Corporate/Organisational Governance:

- The Function of Governance and Governing
- Governance and Stakeholders
- Governance systems
- Governing the organisation's Project Delivery Capability (PDC)
- Governance failure
- Differentiating Governance and Management
- Useful external web-links

Other related sections of the PMKI:

- For more on project/program selection and prioritisation
   see Portfolio Management.
 
 



Temporary Subject List - this page is being rebuilt:

The Function of Governance and Governing: The structuring and oversight of the organisation’s governance systems and capabilities.

Governance and Stakeholders: The link between governance and stakeholders
Governance systems: The interaction between project management systems and the organisation’s overall management and governance systems.  Governing the organisation's Project Delivery Capability: The structuring and oversight of the organisation’s capability to manage its overall portfolio of projects and programs.  

Governance failure: The consequences of poor governance is poor management leading to loss of value.

  • Blg: Project or Management Failures?Defining how many project failures are caused by project management shortcomings and how many are set up to fail by the organisation’s management. 
  • Blg: Poor Governance creates complexity. Uncertainty is not the same as ambiguity – failing to manage both of these factors  increases complexity. 
  • Blg: The Capital Crime. Consequences of executive management failing to effectively ‘manage the management’ of projects and programs.   
  • Art: Why are so many projects set up to fail?   Allowing management to set unrealistic targets is at its root a governance failure.  
  • Blg: Is your steering committee costing $5000 per hour?. Effective steering committees work with the project manager and sponsor to help the project successfully navigate the organisational stakeholder environment and resist the urge to interfere in the actual running of the project or program!        

Differentiating Governance and Management: The key difference between management and governance: Governance sets the rules and objectives, management works within the 'rules' to achieve the objectives. 


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