Maximizing Impact: Transforming Project and Programme Boards into decision powerhouses

​🔍 Maximizing Impact: Transforming Project and Programme Boards into decision powerhouses

In the dynamic landscape of project and programme management, the efficacy of Project and Programme Boards / Steering Committees often hinges on their ability to drive decision-making rather than serving as mere conduits for information exchange. Across various client organisations, I've observed a common trend: these forums sometimes prioritise information dissemination over a focus on MATERIAL MATTERS that have a direct impact on the delivery and outcome performance of projects and programs.

To unlock the true potential of these important governance constructs, it is imperative to refocus their purpose and modus operandi. 

Here's how I have achieved profound changes for organisations in elevating Project/Programme Boards and Steering Committees to catalyse tangible impact:

1️⃣ Preparation is Paramount: Board and Steering Committee members must commit to thorough preparation before meetings. This means diving into the provided materials, understanding key issues, and arriving ready to engage meaningfully in discussions.

2️⃣ Presentation by Exception Only: Meeting time is precious. Presentations should be reserved for addressing MATERIAL MATTERS or clarifying complex matters, rather than regurgitating information already available in the provided documents.

3️⃣ Focus on MATERIAL MATTERS: Deliberations should centre around material matters that directly influence project or programme objectives and outcomes. These include:

• Decisions and approvals
• Exceptions e.g. deviations from agreed plans, baselines and standards
• Escalated matters i.e. matters that exceed agreed tolerances at lower levels within the governance hierarchy
• Matters for escalation (to program, portfolio and/or corporate governance groups as required)
• Recommendations and matters raised by stakeholder and advisory groups
• Key and emerging risks and issues
• Issues with interfaces, interdependencies, and cross programme impacts

By embracing these strategies and fostering a culture of proactive engagement and decision-centric discourse, organisations can empower their Project and Programme Boards / Steering Committees to serve as dynamic catalysts for success, driving meaningful outcomes and value creation across projects and programmes.
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For more insights on better practice project governance, the P3G Guide is go to resource. 

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To connect with Adrian Morey: LinkedIn