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PROJECT GOVERNANCE ADVISORY
Govern the complexity of projects
Govern the complexity of projects through reliable information, clear responsibilities and timely decisions.
Customer Support, Directions, CdA, Investors and project-based organizations strengthen the governance of complex projects and build systems capable of transforming what happens in execution into reliable information, timely and truly useful for decisions.
Experience that comes from projects
In large projects, the problem is rarely a lack of data. More often it is the difficulty of integrating them, interpret them and bring them to the decision-making level before deviations, delays, risks or margin losses become difficult to recover.
My approach to Project Governance comes from over thirty years of experience on large projects and complex organizations, in Italy and abroad, and from the independent consultancy activity developed in the infrastructure sectors, Engineering & Construction, industrial and real estate.
During my activity I have designed and developed Project Management and Project Control systems, supported managements and organizations in the governance of complex programs and directly addressed planning issues, performance, risk, delays and contractual management.
Some significant experiences
- CityLife Milan – Management of Project Control and development of the integrated control system for one of the main Italian Real Estate programs;
- Highways and ANAS – design and strengthening of Project Management and Control systems to support the governance of complex infrastructure investments;
- Marche-Umbria quadrilateral – support for the structuring of the Project Management and Control system for a complex infrastructure program;
- Doha Metro – Project Controls activities in a large international metropolitan program, in a complex organizational and contractual context.
When the system does not allow you to really govern the project
A project can have procedures, work programs, cost control systems, risk register and periodic reporting and continue, However, to produce insufficient information for management.
I intervene in particular when necessary:
- understand whether the existing governance and control system is really adequate for the project;
- intercept timing deviations first, costs, productivity and performance;
- increase the reliability of forecasts and directional information;
- overcome fragmentation between planning, cost control, risk, contract management e reporting;
- clarify responsibilities, information flows and decision-making processes;
- strengthen the control of programs or investments already underway;
- design a governance system consistent with the complexity of the project from the initial stages;
- provide to the Board of Directors, Investors, Clients or Financiers an independent reading of the real governability of the project.
The starting point is therefore not the software used nor the single Project Control technique, ma the decisions that the system must allow to be made and the quality of the information on which these decisions are made.
THE SOLUTION: PMS Framework™
Project Governance and systems architecture
My approach considers Project Management and Project Control as components of a single system of government.
Planning, advancement, costs, productivity, risks, changes, contracts and forecasts generate different signals on the progress of the project. The value of the system arises from the ability to integrate them and transform them into information that can be used by management to understand:
what is happening, why it's happening, what consequences it can produce and what decisions must be made.
The. is based on this logic PMS Framework™, developed to design and evaluate systems in which Project Management and Project Control processes, information and accountability converge in a broader architecture of Project Governance and predictive control.
The Framework constitutes the methodological reference for my Advisory activity and is the basis of the forthcoming book dedicated to the governance of complex projects.
Engagement formulas
Depending on the maturity of the existing system and the level of supervision required by the Management, the Advisory can assume three distinct modes of engagement, all based on the PMS Framework™.
Governance Architecture Design
When you need to plan, from scratch or starting from an existing system, the most appropriate governance structure for the project or organization.
Analysis of the existing structure, definition of the information necessary for management, of responsibilities, decision-making processes and control system requirements, up to the architectural design according to Framework PMS™.
An intervention with a defined perimeter, which can form the basis for a subsequent phase of implementation or continuous monitoring, without binding the customer to further tasks.
Fractional PMO Director & Governance Advisor
When continuous senior management is needed to keep the governance and control system effective over time.
Management support on a fractional basis, without replacing the PMO or operational structures, to support the Management in the quality of reporting, in the reliability of forecasts, in reading performance and emerging risks and in regulating decision-making and escalation processes.
The objective is to ensure that the system continues to produce timely and truly useful information for decisions, keeping governance aligned, Project Controls and organizational responsibilities.
Independent Advisor for the Board of Directors, Investors and Clients
When the information reaching the top is not sufficient to evaluate the real progress of the project with adequate certainty.
Independent assessment of the governability of the project and the quality of the existing system: reliability of reporting and forecasts, exposure to the main risks, ability to promptly intercept deviations and consistency between available information and decisions taken.
The activity is carried out autonomously with respect to the operational structures of the project, providing the decision maker with a external reading, independent and systemic analysis of performance and the main exposure factors.
Corporate Capability Development
From project control to the ability to govern it
An effective system should not simply describe what has already happened.
It should allow you to promptly recognize the signals produced by the execution, understand the implications and bring them to the people who have the responsibility to decide.
It is in this passage — from data to information, from information to decisions, from decisions to accountability — that Project Control and Project Governance truly become part of the same system.
FOR WHOM
Clients, Directions, CdA, Investors, Funds, Funders and project-based organizations engaged in infrastructure programs and projects, industrial and real estate.
If you want to evaluate the governability of a project, strengthen an existing system or design the governance architecture of a new program, we can start from a comparison of the context and objectives of the organization.