Project, Programme and Portfolio Governance (P3G)

The go to guide for project governance.

The purpose of this guide is to provide the knowledge and understanding necessary to design, implement and operate effective and efficient project governance arrangements for an organisation's portfolio and programmes.

It is a practitioner's guide and so takes a practical approach. The guide is principles-based thereby allowing organisations and practitioners the flexibility necessary to address their specific circumstances. The principles are grounded in logic and practice and the guide explains both how and why they are applied. They are scalable and so are applicable from the smallest to the largest initiatives. It explains the critical importance of accountability and how to ensure consistency of decision making rights between the accountable roles. In doing so it addresses the integration of governance at all levels in the organisation.

It indicates how to establish an effective governance framework for a project, programme or entire portfolio. It is applicable to all sectors including hard infrastructure, Information and Communications Technology (ICT), and business change in both the public service and the private sector. It addresses traditional delivery methods of project governance as well as approaches such as agile and hybrid.

Key features:

• Provides the knowledge and understanding necessary to design, implement and operate effective and efficient project, programme and portfolio governance arrangements.
• Shows how governance can be adapted to the specific organizational and project/programme circumstances.
• Applicable to all areas in both the public and private sectors.
• Explains both the "how" and the "why" about project governance.
• Grounded in logic and practice.
• Practical, pragmatic, principles-based approach.
• Addresses both traditional and agile methods.

About the Author

Ross Garland has been working in the area of project, programme, and portfolio governance for nearly 20 years and has designed, implemented, or reviewed the governance on billions of dollars of investments. Ross has addressed governance arrangements in numerous sectors including health care, aviation, public transport and roads, education, infrastructure, utilities and ICT. His work has taken him to Australia, the UK, Middle East, and the USA. He has delivered white papers on P3 governance for the UK Cabinet Office and regularly presents to conferences. An award-winning advisor, Adrian works with organisations to enable them to achieve optimum value from their change initiatives. Working across infrastructure, technology, and business transformation, he partners with public/private sector organisations to design, build, and operationalise enterprise-wide project, program, and portfolio governance and implement tailored governance arrangements for individual initiatives/entire portfolios. He is regularly sought after to act as an independent adviser on project, program, and portfolio governance bodies, and is also a non-executive director.