Governing an institution or organization can be a stressful task, even for someone with superb leadership and management skills. Projects, tasks and portfolios need to be overseen, analyzed and carried out successfully on a daily basis. Even when tasks are delegated, the chances of failure, human error and unforeseen circumstances still exist. If your company requires projects to be carried out efficiently and successfully, a dependable portfolio governance service might just be the answer.
The Burdens Senior Executives Must Bear
Rank and file employees seem to think that their senior executives have it made. Leaders are often depicted as lazy bosses who do nothing but order people around. While a few executives do fit this description, most senior executives out there carry a heavy cross with them each work day.
People who call the shots in an organization or institution need to oversee all three governance levels: Portfolio, project, and program. While it’s true that they can delegate these and pass specific tasks down the chain of office, even coming up with a process of delegation can be tough. How do you divide the work that needs to be done? What goals do you need to set for each team, department or committee? Who are the people most fitted for specific roles to make the project a success?
This is where project governance services come in. Professionals assist senior executives by creating a fool-proof governance framework which does not only ensure success but spends as little resources and time as possible. No matter what the task is, there’s a corresponding portfolio governance service for that. Check Ross Garland for more details.
Responsibilities of PMO Professionals
Just as the name suggests, a PMO consultant simply gives recommendations and advice through the critical stages of the process. At the very start, organizations confer with them during brainstorming sessions to figure out how to proceed with a project, program or portfolio. This is where the framework is mapped out, from the delegation of responsibilities, predicted timetables and possible outcomes.
However, a consultant’s work doesn’t end there. While programs, portfolios and projects are being carried out, there are several stages which are considered critical and important. Some projects have an estimated completion percentage at a specified time. For example, project A should be 50% done at the end of 3 months. During critical phases, consultants conduct a gateway review with important members of the team to ensure that everything is on track.
During the gateway review, consultants gather drafts of different reports on that project so far. They may speak to team members, shareholders and people from the finance and budget departments. Consultants review documentation. In all these, their job is not to directly involve themselves and take the executive’s place, but to serve as advisers. The consultant will still observe the organization’s in-house practices, respect their chain of command and run everything by the executives. It is still the executives themselves who make the decisions in the end.
The Difference A Proper Framework Makes
By giving organizations a working governance framework, PMO consultants ironically give more power and control to the top executives of the organization. Frameworks with clearly defined roles, responsibilities, limitations and accountabilities ensure that everyone in the organization knows what their jobs are and how it contributes to the overall success of the project.
In this way, the project is carried out successfully. Even in the unlikely event that something bad happens, the best portfolio governance service ensures that any team lagging behind or making mistakes is isolated and identified at the soonest time, and the crisis averted before it creates a negative impact on the organization.
For more info, visit http://www.rossgarland.com/program-project-governance/