LESSONS LEARNT - PROGRAMME AND PROJECT BOARDS†
OGC Gateway™ Review reports often highlight project or programme governance issues. One of the most common aspects for comment is the programme or project board.
In accordance with OGC guidance found in PRINCE2™, the project board is the project's voice to the outside world. PRINCE2 summarises the role of the board as being the body which provides overall direction and management of the project within the boundaries set out by the project mandate. The SRO (the Project Executive) is ultimately accountable for the project's success, supported by the board memberes. PRINCE2 defines just 3 roles for the board; the SRO, the Senior User and the Senior Supplier.
Programme board guidance can be found in Managing Successful Programmes (MSP™). Here we see the board helping and supporint the SRO to drive the programme forward andeliver the oucotmes and benefits. Anticipated membership inclues the SRO, the head of the Programme Office, the Change Manager, the SROs of the projects making up the programme and the relevant heads of funciton such as finance.
Nevertheless, the real world of large Government projects and programmes is rarely this simple. We have seen enormous variability in the way project and programme boards are structured and it is clear that there is no singule formula. However, there are some themes which can be drawn out to help SROs and board members to make sure that the project ore programme board fulfils its objective of helping the SRO to deliver the benefits. The quotes have been extracted from recent Gateway Reviews.