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Maximizing Return on Investment Using ERP Applications by Frank J. C. Andera, Thomas R. Weirich, Arthur J. Worster

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PROGRAM GOVERNANCE PROCESS

The governance process that will be described here has been designed and used successfully to manage a large, complex, fixed-price project successfully, arguably the most challenging of environments. It features three distinct functions with clear relationships, authority, and responsibility to one another and to the overall program:

  • Executive Steering Committee
  • Program Governance Office
  • Project Management Office

None of these are new. All are used in one form or another on every project. However, the elements described here, as a set, are designed to work through political processes that affect every program or project. As we discuss each, as well as how they are executed, real-world examples will be provided to demonstrate how this governance organization is used to deal with some very serious issues that frequently arise. It is not only for large complex projects but even on very small projects where several components may be invested in one person. Each of the functions is still important. To put it another way, it is not crucial that the elements we have here be named; it is not even important that the elements involve additional or even different people. What is important is that the program management organization must consider each of these, understand the roles that each plays in the success of the program, and clearly define how each element will operate, both individually and collectively.

Executive Steering Committee

The Executive Steering ...

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