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Product Description
Without a governance structure, an organization runs the risk of conflicts and inconsistencies between the various means of achieving organizational goals, the processes and resources, causing costly inefficiencies that impact negatively on both smooth running and bottom line profitability. However, the frequency of projects failing to meet these corporate objectives has focused attention firmly on the process of project governance. In this book, Ralf Muller provides a well-researched framework to explain the different preferences organizations have in goal setting, along with the best-practices, roles and responsibilities related to governance tasks. This concise text is an important guide for project and programme managers, those managers concerned with corporate governance such as risk managers and internal auditors, project sponsors and project board members, as well as academics researching organizational and project performance. "Project Governance" is part of the "Gower Fundamentals of Project Management Series". Practising professionals and project students will find in the fundamentals a definitive, shorthand guide to each of the main competencies associated with project management; a book that is authoritative, based on current research but immediately relevant and applicable.
About the Author
Ralf Muller is an international lecturer, researcher, author, and business consultant. He is the founder and managing director of PM Concepts, a Sweden based Management Consultancy, which advises larger enterprises in project, program and portfolio management. In parallel he is a part-time Associate Professor at Umea University, Sweden, Adjunct Professor at the Norwegian School of Management BI, and the Graduate School of Management in Lille, France. He lectures project management, project governance and research methodology. His research focuses on project, program and portfolio management improvement from an organization-wide perspective. His research studies have appeared in more than 50 publications and he is frequent speaker at global research and Practitioner conferences. As a consultant he worked in 44 different countries, for the improvement of project management in large organizations. He also managed national, international and global IT projects and consulting organizations. Dr Muller is a member of the Editorial Review Board of several international academic journals. He is a member of the Consortium for Research in Emotional Intelligence in Organizations, and a co-founder of PMI's Frankfurt and Munich Chapters, as well as contributor to the PMI Standards for Organizational Project Management Maturity (OPM3), and Program and Portfolio Management.
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Customer Reviews
Most Helpful Customer Reviews
3 of 3 people found the following review helpful
Format:Paperback
A night to read and some real practical solutions to implementing governance in your organisation - either at portfolio, programme or project level. "Project Governance" from Ralf Muller is a little misleading as it doesn't just cover project level governance. Starting at the corporate level, with academic theory, the book soon moves onto programme and project governance taking into account different organisational models. Is your organisation a "Flexible Economist Paradigm"? Or in others words has your organisation established project management as a core competence, with professional project managers? Governance within this environment will follow a different path to that of a "Conformist Paradigm" organisation where project management is performed by technical experts as an on-the-side task.
So what is governance and why would you want to know more about this area of project management? Governance is defined in the book as:
"Governance provides a framework for ethical decision making and managerial action within an organisation that is based on transparency, accountability and defined roles"
This book covers everything from portfolio management, sponsors & steering groups, strategic and tactical project management offices, programme management, in fact it brings together a lot of areas and topics already within the public domain. There are two sections that are particularly worthy of note; a governance framework for project management and how much governance is enough? The framework provides a three step process which enables an organisation to increase its PPM governance. Within each step there are three areas; what can be done, what should be done and what is done. Step 1, includes basic training and methodology use (it talks about the adoption of methodologies such as PRINCE2), introducing steering committees (ensuring what is learnt is adopted and put into use) and the use of audits and reviews to ensure the "what is done" or learnt has translated to successful project delivery. A simple framework which covers the different levels of organisational maturity has been conveyed well in this book and would be a welcome addition to any programme office manager, portfolio manager or organisational change specialist's bookshelf. That said, this is also a book aimed at the project manager, especially their role within project governance but also programme level, portfolio level and ultimately how their delivery impacts the corporation as a whole.
Knowing when there is enough governance - appropriate to your organisation and the programmes and projects it delivers - is also covered. A simple approach which focuses on the relationship between project manager and steering group and the roles & responsibilities of each may be useful insight for any project manager. Like much in project management, communication is the key for effective governance at each level of the organisation and Muller's book goes a long way to showing how to utilise effective communication to achieve a integrated governance model.
Lindsay Scott - Arras People
So what is governance and why would you want to know more about this area of project management? Governance is defined in the book as:
"Governance provides a framework for ethical decision making and managerial action within an organisation that is based on transparency, accountability and defined roles"
This book covers everything from portfolio management, sponsors & steering groups, strategic and tactical project management offices, programme management, in fact it brings together a lot of areas and topics already within the public domain. There are two sections that are particularly worthy of note; a governance framework for project management and how much governance is enough? The framework provides a three step process which enables an organisation to increase its PPM governance. Within each step there are three areas; what can be done, what should be done and what is done. Step 1, includes basic training and methodology use (it talks about the adoption of methodologies such as PRINCE2), introducing steering committees (ensuring what is learnt is adopted and put into use) and the use of audits and reviews to ensure the "what is done" or learnt has translated to successful project delivery. A simple framework which covers the different levels of organisational maturity has been conveyed well in this book and would be a welcome addition to any programme office manager, portfolio manager or organisational change specialist's bookshelf. That said, this is also a book aimed at the project manager, especially their role within project governance but also programme level, portfolio level and ultimately how their delivery impacts the corporation as a whole.
Knowing when there is enough governance - appropriate to your organisation and the programmes and projects it delivers - is also covered. A simple approach which focuses on the relationship between project manager and steering group and the roles & responsibilities of each may be useful insight for any project manager. Like much in project management, communication is the key for effective governance at each level of the organisation and Muller's book goes a long way to showing how to utilise effective communication to achieve a integrated governance model.
Lindsay Scott - Arras People
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