Last night I presented at the APM Farnborough branch on Governance and PRINCE2.
There were some really good questions and discussions which continued into the evening regarding the corporate culture required for governance to be effective. In particular around stopping projects. I've always advocated that stopping a project is not a sign of failure but a sign of maturity. However, many of us can cite many examples of when an organisation decides to continue in the face of all the evidence that the project is no longer worthwhile. The key point for Project Managers is that their job is to enable the Project Board to make the right decision - even if that decision is 'stop'. In my view the Project Manager is failing when the Project Board is unable to make a decision based on the information they provide. For Project Board's they need to accept they should not allow projects to proceed in its current form if the project is unable to deliver its objectives within the tolerances defined.
Anyway, I thought I would share with you a copy of my presentation and the white-paper upon which it was based...
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