Governance and Sponsorship

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Governance and Sponsorship

Good governance and sponsorship do not necessarily prevent a project or program from failure but the lack of, or inadequate sponsorship or governance can guarantee that a project/program will fail. Sponsorship and governance are critical for the successful delivery of projects and programs. These practices differ to operational governance practices.

Sponsorship and Governance are now being considered separate items in forward thinking organisations. Sponsorship builds the political support for the project or program, champions the change and enables the transition to stakeholders. Governance has a number of facets including structures, accountabilities, assurance and reporting processes, stewardship, decision making, and benefits.

The PMI (2015; 2014) shows that only 60% of projects or programs are successful. The statistics are not changing!

Smith (2003) found that only 19% of cultural change projects or programs are successful. Miller (2002) stated that 7 out of 10 change efforts fail to achieve their intended results:

  • 28 % are abandoned before complete
  • 46 % are behind schedule and over budget
  • 80% are not used in the way they were envisaged

ICT governance is then conducted at the portfolio level to ensure ongoing strategic alignment and critical project program initiation/continuation investment decisions.

Dr Raymond Young, Macquarie University (Infonews NZ March 2010) reasoned that improved IT governance practices would:

  • increase overall ROI for programs to between 135% and 240%
  • increase Australia's national GDP by between 1.6% and 3.1%

Building project/program/portfolio sponsorship and governance practices and competencies provides practical results through involvement. We have found that sponsorship is not a well understood or practiced phenomenon.

Our involvement as an independent or non-executive director working with the EPMO or on the Project/Program Boards, enables the transfer our knowledge to you for the delivery of successful projects/programs. This will enable you to meet the new Australian standards on the measurement of leadership.

Alternatively, we offer a coaching service for Project/Program Managers which transfers our knowledge to build the types of leadership needed for the Sponsorship, Governance and delivery of successful projects/programs.

Governance and Sponsorship
Ensures organisational outcomes

Types of Governance

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Governance and Sponsorship

Weill and Ross (2004) articulated that a having good IT Governance is key to business success and ensures management of ICT resources are strategic to its business. In essence ICT Governance allows an organisation to have confidence that its capital investment in ICT will generate business value. ICT Governance mitigate risk and delivers assurance by ensuring that the ICT organisation has appropriate competency and controls. Critical to delivery of this function is having an appropriate organisation structure and having appropriate resources in roles that are well defined, with appropriate responsibility to ensure that information, process and solution are delivered fit for purpose.

Program Governance

Programs often involve delivery substantial and complex business change and as such require an appropriate governing structure to ensure oversight of expenditure, progress of achieving the desired outcomes. Critical to achieving the desired result having an appropriate level of governance and organisational structure in place is vital to be able to deliver to time, on cost, with the desired quality, but more importantly to deliver to stakeholder expectations.

Design Assurance

Design Assurance ensures that the design for the system is appropriately developed and implemented in a manner that delivers the expected program outcomes. It assures changes to legacy systems and integration points with all delivery partners, acceptance of deliverables and changes to design. In addition, that the system represents good practice, delivers value for money and where it is sensible, provides capability that can be leveraged by other areas of the organisation.