6/8 PROGRAM GOVERNANCE MANAGEMENT SUMMARY

Program Governance in the PMI-PGMP (Program Management Professional) standard refers to the structured framework, functions, and processes by which a program is monitored, managed, and supported to meet organizational strategic and operational goals. It is a critical aspect of program management that ensures alignment between the program’s goals and the organization’s strategic vision. 

Key Elements of Program Governance include:

1. Program Governance Practices: 

   - These are documented in a Program Governance Plan, which outlines the systems and methods used to monitor, manage, and support a program. 

   - It defines roles and responsibilities, planned governance meetings, dependencies, assumptions, constraints, performance metrics, support services, stakeholder engagement, and governance practices.

2. Program Governance Roles: 

   - Key roles typically include the Program Sponsor, Program Steering Committee, Program Management Office (PMO), Program Manager, Project Manager, and other stakeholders. 

   - These roles are responsible for various aspects of program governance, including decision-making, oversight, and support.

3. Program Governance Design and Implementation: 

   - This involves establishing a governance framework aligned with organizational and portfolio governance policies and processes. 

   - It includes defining the governance group's structure and composition and key stakeholders' roles and responsibilities.

Key Functions of Program Governance:

- Ensuring alignment between program goals and organizational strategy.

- Approving, endorsing, and initiating the program and securing funding.

- Establishing clear agreements for program oversight and autonomy.

- Facilitating stakeholder engagement and communication.

- Managing program risks, uncertainties, and opportunities.

- Designing and authorizing assurance processes and reviews.

- Enabling assessment of organizational strategic plans.

- Selecting and endorsing program components and activities.

- Making decisions on program phase transitions, termination, or closure.

Conclusion:

• Program Governance is a fundamental aspect of program management, as the PMI-PGMP standard outlines. It provides a structured approach to decision-making, oversight, and support for a program, ensuring that the program is aligned with the strategic goals of the sponsoring organization. 
• Effective Program Governance is essential for successfully delivering program benefits, especially in complex and uncertain environments. It involves clearly defining roles and responsibilities, a well-documented governance plan, and a design that aligns with the broader organizational strategy and goals. Ultimately, Program Governance is a critical enabler for organizations to realize their strategic objectives through successful program execution.

The PMI-PgMP Standard Program Management 4th Edition outlines the roles, responsibilities, and structures associated with program governance. Key roles in program governance include:

1. Program Sponsor: 

   - A senior executive responsible for committing organizational resources to the program and ensuring its success. 

   - Responsibilities include securing funding, aligning program goals with strategic vision, enabling benefits delivery, and removing barriers to success.

2. Program Steering Committee: 

   - Composed of executive-level stakeholders responsible for defining and implementing governance practices. 

   - Responsibilities include oversight, control, integration, decision-making, alignment with organizational goals, and resolving escalated issues.

3. Program Management Office (PMO): 

   - A structure that standardizes governance processes and facilitates resource sharing. 

   - The PMO provides the program oversight, support, and decision-making capabilities.

4. Program Manager: 

   - Responsible for managing the program’s interactions with the governance function and ensuring alignment with organizational objectives. 

   - Responsibilities include overseeing program conformance to governance policies, managing risks, and tracking benefits realization.

5. Project Manager(s): 

   - Responsible for managing a project that is a component of the program. 

   - Responsibilities include managing project interactions with governance entities, overseeing conformance to policies, and managing risks and issues.

6. Other Stakeholders: 

   - Includes portfolio managers, business representatives, operational managers, and specialists. 

   - These stakeholders play various roles in ensuring program alignment with organizational strategy and effectively integrating program outputs into operations.

7. Program Governance Design and Implementation: 

   - The design of program governance is critical and should be tailored based on various factors such as legislative environment, decision-making hierarchy, strategic importance, risk of failure, and funding structure. 

   - Effective governance ensures strategic alignment, stakeholder engagement, and a clear definition of responsibilities and accountabilities.

Conclusion:

• Program governance in the PMI-PgMP Standard is a structured framework that involves various roles and responsibilities aimed at ensuring the successful execution of a program in alignment with organizational strategy. The Program Sponsor, Steering Committee, PMO, Program Manager, Project Managers, and other stakeholders play critical roles in this governance structure. 
• The design and implementation of program governance are pivotal and should be tailored to suit the organisation's and program's specific context and needs. 
• Effective governance is essential for ensuring that a program is executed in a manner that is aligned with the organization’s strategic objectives, that risks are managed effectively, and that the program delivers the expected benefits. 
• Continuous assessment and optimization of the governance structure are also emphasized to ensure its effectiveness throughout the program lifecycle.