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Project Reviews, Assurance and Governance, by Graham Oakes
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Projects are hard. By definition, projects are about non-routine activities. Many of them are large and complex; they may involve many people, often from different backgrounds and increasingly with different languages and cultures. Amongst all of this, it is easy to get lost, to overlook important trends or to misunderstand each other. So projects fail. Graham Oakes' Project Reviews, Assurance and Governance is about learning from your mistakes and understanding what's really going on with your projects. In order for reviews and assurance to provide you with this information and learning, you need to perform them effectively and that is the purpose of this book. The core of the book is built around a number of models of project review processes and governance, all derived from practice and interspersed with case studies drawn from practitioners, project management literature and from practices in other industry. The result is the blend of the conceptual and the practical needed to make your project assurance process sympathetic, relevant and rigorous for your organization and the range of projects and programmes which you undertake.
- Sales Rank: #5318002 in Books
- Published on: 2008-10-28
- Original language: English
- Dimensions: 9.50" h x 7.00" w x .75" l, 1.70 pounds
- Binding: Hardcover
- 288 pages
- ISBN13: 9780566088070
- Condition: Used - Like New
- Notes: 100% Satisfaction Guarantee. Tracking provided on most orders. Buy with Confidence! Millions of books sold!
Review
'These days it seems barely a week goes by without some big IT Project in the news, normally for all the wrong reasons - the thing that links them is the dreaded "F-word", no not Gordon Ramsay but Failure. It's a sobering fact that over 60% percent of IT based projects are judged to be failures. In other words, what they delivered fell short of what they set out to deliver...Part of the Answer, according to Dr Oakes, lies in conducting Project Reviews, you know, that part of the project that gets squeezed in at the very end of the project lifecycle (this is assuming it happens at all). In his book Project Reviews, Assurance and Governance, Dr Oakes makes a compelling case for taking Project Reviews more seriously. He argues that far from being something to be slotted in if you have time, Project Reviews are a critical part of the project and fundamental to ensuring you learn from your mistakes and keeping your projects on track.' Andrew Hatton, IS Project Manager, Oxfam GB 'The book provides good guidance on the role of PMO in reviews, assurance and governance, recognising the various dimensions of a PMO and the different positions it can sit within the organisation. It takes time to look at the potential areas of conflict and the need for a level of independence which sometimes cannot be provided by the PMO. What I found particularly interesting was the governance matrix (which I hadn't seen before). I think this is an excellent tool to identify and articulate the role of the PMO. I found the book very easy to read, got some practical hints and tips about reviews and it made me think in more detail on PMO's role in governance.' APM PMO SIG Newsletter, February 2014
About the Author
Graham Oakes helps people untangle complex technology, relationships, processes and governance. As an independent consultant, he helps organizations such as Sony Computer Entertainment, The Open University, the Council of Europe and the Port of Dover to define strategy, initiate projects and hence run those projects effectively. Prior to going independent, he was Director of Technology at Sapient Limited, where he ran the project review process for the UK Business Unit. Before that he was Head of Project Management for Psygnosis Ltd (a subsidiary of Sony), where he ran Independent Project Assurance teams working across the UK, Europe and the USA. Graham writes a regular column for EvaluationCentre.com (now part of the National Computer Centre), and occasional articles for publications such as the Financial Times, Free Software Magazine and Project magazine. He was a medallist in the British Computer Society IT Consultancy of the Year Awards for 2007.
Most helpful customer reviews
1 of 1 people found the following review helpful.
Performing a review: this is your starting point
By H. P. Portman
If you become responsible for assurance of projects and programmes, Graham Oakes' book is the perfect starting point.
This book will help you to learn from your own mistakes and understand what is really going on in your projects. The core of this book is built around a number of models for review processes and governance. These models have been derived from practice and between the different chapters you will find case studies and examples. You will find four parts:
- Part I, the introduction explaining project success and project failure and the need for project reviews and assurance to help to understand what's really going on in the projects. This part also looks at the different types of reviews.
- Part II looks at the Project review process itself. Effective project reviews needs more structure than a simple meeting or checklist. To add most value, reviewers need to be able to do four things: Agree terms of reference with the review's sponsor, where to look for information, identify what standards and `good practices' they will review against and last they need a clear understanding of what activities they will undertake. These four things are visualized in a systems model for a review. Several chapters will help you to understand and use this review model. The review parameters are explained, organizational learning, the importance of evidence and logistics matter are described. This part was completed with a table with signs of project stress and an extensive review checklist.
- Part III looks at the challenge to performing effective reviews: getting people to act on their findings. It sets out a simple model for mapping spheres of influence. This so-called `governance matrix' will help you to think about who is accountable for which decisions, and hence what sort of information you need to give them. This three level model: Steer, Manage and Execute perfectly fits with the three levels of Prince2 version 2009. In the Prince2 process model we now also see the levels Directing, Managing and Delivering. Next topic is the importance to frame effective findings and recommendations. Make sure you separate facts, interpretation and recommendations. The last chapter discussed the gaps and overlaps in governance. It looks at the way in which Prince2 looks at assurance (responsibility of the Project board) and what role your PMO can play. Assurance and the PMO must complement each other.
- Part IV looks at some of the factors that need to be considered when setting up a project review or assurance function within an organization, both from an organizational perspective as from the individual reviewer or review team perspective. A business case for reviews, the establishment of a review process and options for funding a review or assurance programme are explained.
For me this is a very helpful book, especially the systems model, the `governance matrix', the extensive review matrix and how to perform effective reviews.
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