Unclassified
Template
Governance Framework
Prepared for Name of Client
Name of Department Document Number: [0000-00-03]
Date Issued Status Version File Name .
: 2001/11/08 : Final Draft :3 : 85605004.doc
Table of Contents
1PROJECT GOVERNANCE STRUCTURE 2ROLES IN RISK GOVERNANCE 2.1EXECUTIVE BOARD 2.2IM/IT EXECUTIVE COMMITTEE 2.3STEERING COMMITTEE 2.4PROJECT OFFICE 2.5LEGAL SERVICES 2.6INTERNAL AUDIT 2.7PROJECT 3FLOW 4APPROVAL THRESHOLDS 1 1 1 1 1 2 2 2 2 3 4
List of Tables
List of Figures
Revision Sheet
Version Date of Issue Author(s) Brief Description of Change
Approval
Name/Title
Name/Title
Name/Title
Name/Title
Name/Title
Name/Title
Governance Framework Template
1 Project Governance Structure
All projects operate within their sponsoring organizations overall governance structure. As such projects operate at the direction and discretion of the Executive Board. Conceptually the reporting structure from any project to the Executive Board for all issues, including Risk Management, is as shown below.
Executive Board
Operational Units
IM/IT Executive Committee
Internal Audit
Legal Services
Steering Committee
Project Office
Projects
Figure 1 - Functional View of Risk Governance Stakeholders
All Agency projects report to a Steering Committee, which is established as part of the Project Charter. The timing and nature of all reporting is identified in the Project Management Plan and approved by the IM/IT Executive Committee. Additional details of reporting requirements will be defined in the Risk Management Plan, which referenced by the former document and subject to the same approval. All project report to the
Date: 2001/11/08 Status: Final Draft Version: 3
Template Governance Framework Project Office and to Internal Audit and Legal Services as required. These organizations all report up through their structure into the organizations Executive Board, which has the authority over all activity in the organization.
2 Roles in Risk Governance
The following roles are those specifically related to risk management that is exercised by the stakeholders in the IM/IT Governance process.
2.1 Executive Board
Chair: CEO
Mandate to Project Risk Management
Overall governance of the organization.
2.2 IM/IT Executive Committee
Chair: CIO
Mandate to Project Risk Management
Responsible for steering the direction of the IM function and setting priorities of IM and IT initiatives this committee will review all Critical and At Risk risk items. It may recommend action, investment or escalation of any and all risks to the Executive Board or provide specific direction to the project., an operational committee, or the project steering committee. Reviews all risks that are identified by projects, approve the risk management and mitigation plans as appropriate and provide direction to IM/IT projects as to risk management actions.
2.3 Steering Committee
Chair: Project Sponsor, or representative Membership: As defined by the Project Charter
Date: 2001/11/08 Status: Final Draft Version: 3
Template Governance Framework
Mandate to Project Risk Management
Review all risks that are identified by project, approve the risk management and mitigation plan as appropriate and provide direction the project manager as to risk management actions.
2.4 Project Office
Mandate to Project Risk Management
Participate in peer reviews, ensure governance process is adhered to and track project risk properties ensure staff work required by all stakeholders is adhered to. Provides staff support to all projects and therefore provides information relating to the status and effectiveness of the risk plan as port of tracking overall project performance and status.
2.5 Legal Services
Mandate to Project Risk Management
Ensure due diligence is carried out on identifying and managing all risks
2.6 Internal Audit
Mandate to Project Risk Management
Ensure due diligence is carried out on identifying and managing all risks
2.7 Project
Mandate to Project Risk Management
Ensure all aspects of the Risk Management Process are carried out appropriate to the size, nature and complexity of the project and in line with business need.
Date: 2001/11/08 Status: Final Draft Version: 3
Template Governance Framework
3 Flow
The governance process plays an active role in the development, specification and management of a project. This responsibility begins before a project is officially established and continues through until after the project is completed.
Opportunity Identification Project Planning & Identification Preliminary Project Approval Project Definition
Project Approval Product Development & Delivey Project Close Out
Figure 2 Project Milestones in the Governance Process
Opportunity Identification
Opportunities for technology-based investment may occur anywhere in the organization and communicated to IM/IT. A request for investment may come from a field unit or group of field units having the budget to fund the work. Direction may come from the Executive Board specifying a specific effort. In any case, the nature of the requirement must be fully understood and defined at a strategic level. This information is presented to the IM/IT Executive Committee for approval to proceed.
Opportunity Analysis
The business assessment of the importance, nature and scope of the opportunity is defined and the business risk established. This assessment may be done by IM/IT, the sponsoring organization or elsewhere. It is a
Date: 2001/11/08 Status: Final Draft Version: 3
Template Governance Framework key document for project risk management as it may establish assumptions or constraints that will be factors in the plan. This analysis will include an assessment of the proposed budget compared to the scope of work to ensure they are aligned. This information is presented to the IM/IT Executive committee fir review and approval. Once this approval has been obtained the assessment will be presented to the Executive Board or its delegated committee to confirm the objectives, scope and approach.
Project Approval
Having obtained the necessary business and technical approval to initiate a project the Project Charter can be established. This is a key risk management document as it sets out the authority of the project manager, defines membership and roles within the project steering committee and other reporting relationships. Approval of the Project Charter established the project as an approved activity. The sponsor, client, and IM/IT Executive Committee must approve the Project Charter. Project Initiation The Project Risk Management Plan is developed. The plan is communicated to all stakeholders and approved.
Project Delivery
During the project delivery process new risks may be identified and the status of all managed risks is tracked.
Project Close Out
The Lessons Learned and other project close artefacts out are reviewed and approved by the sponsor, client, and IM/IT Executive Committee
4 Approval Thresholds
All risks are identified in the Risk Management Plan. These risks plus the supporting risk strategy and risk management plan are presented to the Project office, each Projects Steering Committee and the IM/IT Executive Committee for approval.
Date: 2001/11/08 Status: Final Draft Version: 3
Template Governance Framework The status of all Critical and At Risk risks will be presented to the IM/IT Executive Committee and to each Projects Steering at each meeting.
Date: 2001/11/08 Status: Final Draft Version: 3
Template Governance Framework
APPENDIX
Date: 2001/11/08 Status: Final Draft Version: 3
Template Governance Framework
Date: 2001/11/08 Status: Final Draft Version: 3
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Governance Framework
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