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Representative POMs are described for Governance Structures at each level of maturity.

1Initial

• Practice

  Rely on the best endeavours of available personnel.

2Basic

• Practice

  Hold informal discussions between the programme/project sponsor, project manager, and some key stakeholders, in relation to key decisions.

  Outcome

  Decisions may reflect the input of some key stakeholders.

  Metric

  % of decisions made based on discussion.

• Practice

  Establish some key programme/project roles, responsibilities, accountabilities, and reporting lines, typically within IT.

  Outcome

  Ownership of key roles, responsibilities and accountabilities for programmes/projects within IT is fostered.

  Metrics

  • # of roles identified.
  • % of roles allocated.
  • % of roles with allocated responsibilities and accountabilities.

• Practice

  Present some key programme/project reports alongside the normal line reports from departments.

  Outcome

  Visibility on the status of some key programmes/projects is emerging.

  Metric

  Ratio of programme/project reports compared to normal line reports.

• Practices

  • Send programme/project updates to key stakeholders at the close of each phase of work.
  • Communicate decisions informally, or as an addendum to a meeting agenda.

  Outcome

  Involvement and awareness among key stakeholders is emerging.

  Metrics

  • % of programmes/projects that involve stakeholders after each project phase.
  • % of stakeholders receiving communications.

3Intermediate

• Practices

  • Record major decisions (e.g. additional funding approval, scope changes) in the programme/project status report.
  • Encourage the programme/project manager or sponsor to determine who is required to make the decisions.

  Outcome

  Transparency and accountability regarding decisions made are improved.

  Metric

  % of decisions documented in status reports.

• Practice

  Clearly define and document roles, responsibilities, accountabilities, and reporting lines, both within the programme/project and the surrounding organizational set up, in IT and some other business units.

  Outcome

  Clear roles, responsibilities and accountabilities make decision processes transparent and speed up decision making.

  Metrics

  • # of roles identified.
  • % of roles allocated.
  • % of roles with allocated responsibilities and accountabilities.
  • % of programmes/projects with clear lines of reporting.

• Practices

  • Identify a formal sponsor for the programme/project.
  • Integrate programme/project reporting with regular business unit reporting.

  Outcomes

  • Involvement of a sponsor, and hence a sense of programme/project ownership, is evident, particularly at the programme/project kick-off phase.
  • Visibility on the status of programmes/projects is evident in IT and some other business units.

  Metrics

  • % of sponsors regularly involved.
  • Ratio of programme/project reports compared to normal line reports.

• Practice

  Include representation of stakeholders from IT and other business units on a programme/project steering committee, and provide them with regular progress reports on the programme/project.

  Outcome

  Most stakeholders of the programme/project are involved and aware of key programme/project issues.

  Metrics

  • % of programmes/projects that involve stakeholders.
  • % of stakeholders receiving communications.

4Advanced

• Practice

  Define organization-wide rules that determine which roles must be involved in different types of decisions (e.g. scope changes, additional funding, modification of the programme/project team).

  Outcome

  Clear roles with responsibilities make decision processes transparent and speed up decision making.

  Metrics

  • # of decision rules established.
  • % of decisions made by an authorized decision maker.

• Practice

  Document details of all required upcoming decisions and record all details of the decisions taken.

  Outcomes

  • Most decisions can be taken in meetings.
  • Documentation of decisions taken provides transparency and accountability regarding the decisions made.

  Metric

  % of decisions documented.

• Practice

  Introduce an organization-wide/central body that oversees all programmes/projects (e.g. a PMO).

  Outcome

  The central body supports consistency and best practices in programme/project planning, execution, monitoring and reporting.

  Metric

  % programmes/projects reporting to a central body.

• Practices

  • Involve formal sponsors regularly throughout the programme/project (e.g. in a steering board).
  • Integrate programme/project reporting with organization-wide reporting.

  Outcomes

  • Involvement of a sponsor, and hence a sense of programme/project ownership, is evident, throughout the entire programme/project.
  • Visibility on the status of programmes/projects is evident organization-wide.

  Metrics

  • % of sponsors participating in steering committees.
  • Ratio of programme/project reports compared to normal line reports.

• Practice

  Actively involve organization-wide stakeholders in programme/project governance and management, and provide them with regular progress reports.

  Outcomes

  • All stakeholders of the programme/project are involved and aware of key programme/project issues.
  • Stakeholder commitment is evident.

  Metrics

  • % of programmes/projects that involve stakeholders.
  • % of stakeholders receiving communications.

5Optimized

• Practices

  • Identify the most appropriate decision makers based on the characteristics of the situation (e.g. cost, urgency, difficulty, impact) and input from the business ecosystem.
  • Ensure documentation of required decisions thoroughly communicates the decision's characteristics, alternative options, and recommendations.

  Outcome

  Fully transparent and predictable decision making structures ensure short cycle times on decisions with clear documentation.

  Metric

  % of decisions made by an authorized decision maker.

• Practices

  • Ensure the central body reports to the executive board/sponsors on programme/project performance.
  • Encourage the executive sponsors and line managers to proactively drive the optimization of outcomes from each programme/project.

  Outcome

  The central body, executive sponsors and line managers ensure consistency and best practices in programme/project planning, execution, monitoring and reporting, in line with the organization's strategic direction.

  Metric

  % programmes/projects reporting to a central body.

• Practice

  Encourage the formal sponsors to continually review status, to actively promote sponsorship both inside and outside the programme/project and to integrate the programme/project into the line organization.

  Outcome

  Commitment of all stakeholders internal and external to the programme/project is ensured.

  Metrics

  • % of sponsors participating in steering committees.
  • Ratio of programme/project reports compared to normal line reports.

• Practices

  • Actively involve and engage stakeholders, including those in the business ecosystem, in all programme/project-related issues.
  • Formally analyse stakeholders for their influence and interest.
  • Develop a communications plan to address each stakeholder's needs.

  Outcome

  Involvement of, communication to, and buy-in from all stakeholders is optimized.

  Metrics

  • % of stakeholders analysed.
  • % of programmes/projects that involve stakeholders.
  • % of stakeholders receiving communications.