Managing Projects in High Governance Environments

Project Governance is a management framework which allows leadership visibility and decisioning authority within the project structure. It aids management in tracking and managing multiple projects and programs simultaneously, aligning project teams to a set of standards and mitigating risk. Governance processes can range widely from organization to organization. It can be as simple as a weekly status report and as complex as a system of multiple, inter-related templates, on-line program tools and a series of project management process assessments and tollgates.

More robust governance can create tremendous value to leadership, but this value can come at a cost to project teams. Added deliverables and additional documentation and meetings could potentially cause roadblocks and timing delays if the project manager is not prepared. To be successful in this type of environment, a PM needs to understand their organization’s governance process and plan ahead for the steps and actions required to move beyond the next tollgate.

 7 Tips on effectively managing projects in a heavy-governance environment:

 

1.       Understand the requirements: In a high governance environment, it isn’t enough to know what documents the governance committee wants to see, PMs need to know why. What specific elements or key points are they asking the team to satisfy? Is it a question of budget? Scope? Resources? Timeline? It may be different depending on the tollgate, but knowing the drivers to each conversation will help the team prepare the appropriate information.

2.       Get in front of it: Plan ahead in your project routines and include your governance activities early in the effort. Governance activity usually requires a good bit of project work to be done before it can be completed, but oftentimes much of the progress on the governance deliverables themselves can be made up front. There are typically templates to fill out and systems to log project information. Knowing that completing the governance templates are a requirement to getting through the tollgate, the best approach is to start early and ensure that you have time to deal with what would be an avoidable delay.

3.       Put the Governance SME’s to work: Most organizations with heavy governance processes typically have an SME that can guide you through the process. It may be part of someone’s job description, like a PMO analyst or manager, or it may just be a seasoned Project/Program Manager that’s familiar with the process and knows how to best navigate. Either way, find that person and ask for help. Most often, it’s uncertainty in how to get through the process, not the project information itself which is lacking. 

4.       Leverage your champion: A best practice in project management is a project champion – a high ranking manager in the organization that has ultimate accountability for the project’s success. The project champion may sit on the governance committee, or may simply attend to represent the project. Request that your champion communicate with their peers on the governance committee in advance of the meeting. Find out what is being asked for, any specific leadership concerns, what leaders may need additional information before approving the project. The champion’s role is critical to pushing projects through multiple layers of governance in a complex process. 

5.       Communicate ahead of time: Keep the project team, key stakeholders and management informed on upcoming governance activities and requirements. Communicate expectations to team resources as early as it makes sense to do so, and clearly as possible. If the team lacks clarity on what is being requested, why and when its needed, chances are that they will focus on other priority items until they understand how to fulfill the deliverable.  

6.       Shield project team when possible: Project teams rarely have full visibility to project governance deliverables. It can be perceived as something that is a PM’s responsibility, or gets in the way of their regular work. As a PM, understanding this perception and working to minimize as much of the administrative governance as possible from the team will help project members maintain focus on the most critical tasks and make a vigorous process seem less burdensome. 

7.       Project Governance is not Project Discipline: Many PMs fall into the trap of thinking that, if all the deliverables are completed, the project is in good shape. Governance processes may require that a team identifies risks, documents a resource plan, provides budget estimates, etc. but do not always audit the quality. If the team is simply filing out the document to satisfy the process rather than drilling into the issue, the exercise is wasted. Haphazardly documentation to check that deliverable off the “to-do” list creates confusion and additional risk. Be wary of short-cuts and work to identify, confirm and communicate where value is and is not being added. 

Leadership implements project governance because it is an invaluable tool in maintaining control over project functions. Although managing projects effectively in these types of environments can require more administrative effort from PMs, with proper planning, effective use of SME resources and a focus on disciplined project management, both project teams and leadership can recognize the benefits of strong governance without undue stress.

Risk Management is not an event... It's a routine.

                Risk is everywhere - and with the current state of the economy, many industries are making Risk Management a priority in everything they do. This mindset can be particularly impactful in the project arena. Projects are vehicles of change, and wherever there is change, there is risk. So how do you effect change efficiently and with a significant impact without causing unintended harm or miring your team in yards of red tape?

                A favorite tool of many organizations to manage risk is the Risk Assessment. Anyone familiar with projects or project management should recognize this tool in one form or another. Typically, the PM will call a meeting (or series of meetings) to get the team to work through a template, brainstorm risks, document mitigations; sometimes we'll even score them on their occurrence, severity and/or detection. Maybe that document is updated and re-reviewed at each tollgate meeting and hopefully signed off by the project sponsor. Documents and exercises like these can be very useful in identifying the project level risks that the team needs to be aware of, what can impact the strategy, derail the timeline, etc.

                But effective risk management in a project means a lot more than the exercises above. If these tools are the entire project risk management strategy, they may leave the effort open to the unforeseen issues that happen in everyday project work.  Often, it is the day to day risks and issues that become the derailers of a project - these are the ones that eat away at project timelines, deliverable by deliverable, forcing the team to work overtime and attempt to pull off heroics in order to meet deadlines.

The project manager has a responsibility to do more than fill out a template because it’s being asked by the PMO. PMs need to create awareness and management routines around the day to day risks, in addition to the broader risk assessment exercises. This everyday risk mindset is the best way to insulate projects from the unforeseen, and keep projects from unnecessary delays.

How to make Risk Management a routine:

Make Risk a part of every update - Hopefully, the PM has established meetings where the subject matter experts or work stream leads provide updates on the status of their assignments, what's outstanding, when they'll be complete, etc. A very simple way get the team thinking risk is to ask about it with every update. Simple questions like "what can go wrong with..." or "what should I be concerned about?" will help the team get in the habit of thinking about where issues may arise.  

Always think mitigation - Identifying risk is only the first step. Having a several contingency plans will help the team prepare for any unanticipated problems. “What is our best action if…” or “How should we react when…” are great ways to kick off these conversations. A complete plan of attack may not be necessary, but a high level straw man could be of tremendous value if a “what if” becomes an “oh no”.

Focus on the little things – Projects are most certainly impacted by the large scale risks and issues. Companies are bought, funding is lost, settlements occur… However, as a project manager, most of the controllable issues that arise come from the day to day. Here is where a solid risk routine can be vastly useful. Spend time understanding what work the SMEs and work stream leads are doing. Know what can go wrong, why it would and how to fix it. Close ties with project resources and firsthand knowledge of what needs to be done is a great way to keep ahead of risks and prevent issues.

Communicate – When risks become issues, a lot of PMs want to try to keep it quiet and attempt solve it before it becomes widely known. However, a better approach in these cases is to communicate early and often with project team members, stakeholders and SMEs. Engage these key players in solutioning. Ask for input or suggestions on your mitigation strategy. This dialogue may not only help solve the problem, but it will also show transparency in management and awareness by the PM of what it will take to complete the effort.

        Risk is all around us, and there is no way to mitigate all of them in any project work. The best strategy is to leverage techniques like these to keep the project team thinking risk in all that they do, foster open communications and prepare for the unknown. And when risks turn into issues, hopefully the project team is prepared to meet the challenge.