The Standard for Program Management (Fourth Edition) by Unknown

Author:Unknown
Language: eng
Format: epub
Publisher: Project Management Institute, Inc.

6.2 PROGRAM GOVERNANCE ROLES

Establishing an appropriate collaborative relationship between individuals responsible for program governance and program management is critical to the success of programs in delivering the benefits desired by the organization. Program managers rely on the program steering committee (also referred to as the program governance board, oversight committee, or board of directors) members to establish organizational conditions that enable the effective pursuit of programs and to resolve issues that inevitably arise when the needs of their program conflict with the needs of other programs, projects, or ongoing operational activities.

Establishing a collaborative relationship between the program steering committee and program managers is also critical to the success of the organization. In accordance with the program charter, program managers assume responsibility and accountability for effectively managing programs in the pursuit of organizational goals as authorized by the program steering committee.

Program governance structures are best defined in a manner that is specific to the needs of each organization and the requirements of the program. A comprehensive program governance model carefully considers the program and the organizational context in which it is pursued. However, within organizations, the relationship between the program governance and program management functions is often managed by assigning key roles to individuals who are part of those functions and who are recognized as important stakeholders. More details on the factors considered in designing the Program Governance Performance Domain are provided in Section 6.3.

While the design, participants, and roles fulfilling the program governance roles will be specific to the program within an organization, the following roles are commonly used:

Program sponsor. An individual or a group that provides resources and support for the program and is accountable for enabling success.

Program steering committee. A group of participants representing various program-related interests with the purpose of supporting the program under its authority by providing guidance, endorsements, and approvals through the governance practices. Members are typically executives from organizational groups that support the program's components and operations.

Program management office (PMO). A management structure that standardizes the program-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Program manager. The individual within an agency, organization, or corporation who maintains responsibility for the leadership, conduct, and performance of a program. In the context of governance, this role interfaces with the program steering committee and sponsor and manages the program to ensure delivery of the intended benefits.

Project manager. The person assigned by the performing organization to lead the team that is responsible for achieving project objectives. In the context of governance, this role interfaces with the program manager and program sponsor and manages the delivery of the project's product, service, or result.

Other stakeholders. These stakeholders include the manager of the portfolio of which the program is a component and operational managers receiving the capabilities delivered by the program.

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