Active TopicsActive Topics  Display List of Forum MembersMemberlist  Search The ForumSearch  HelpHelp
  RegisterRegister  LoginLogin
Product (Forum Locked Forum Locked)
 Governance of Project Management : Product
Subject Topic: Introduction Post ReplyPost New Topic
Author
Message << Prev Topic | Next Topic >>
David Shannon
Admin Group
Admin Group
Avatar
Administrator

Joined: 25/January/2003
Location: United Kingdom
Posts: 164
Posted: 30/January/2004 at 2:25pm | IP Logged Quote David Shannon

John Knott's draft of the introduction and application note.

Edited by David Shannon on 30/January/2004 at 3:20pm


__________________
Regards

David Shannon
OPM
Tel: 020 7371 0344
david.shannon@oxfordprojectmanagement.com
Back to Top View David Shannon's Profile Search for other posts by David Shannon Visit David Shannon's Homepage Send Private Message Add to Buddy List
 
martinsamphire
Group Member
Group Member
Avatar

Joined: 16/November/2003
Location: United Kingdom
Posts: 12
Posted: 01/February/2004 at 9:47am | IP Logged Quote martinsamphire

I have fundamental misgivings about John's introduction. If the audience (of the code of practice)is assumed to be Main Board Directors / Management Teams and we are focused at the apex of David's diagram then John's draft does not hit the target at all for me. For instance:

The target list of project types is irrelevant - GOPM applies at the business / board level so ALL projects are implicit. Types of Organisations again do not need to be listed - will apply to all private and public bodies.

Stakeholders - Fundamentally GOPM is not focused at the project level so the list of stakeholders given is irrelevant.

I believe the main benefits of adopting the code of practice will be more strategic and should include things like:

- Limiting of reputational risk from projects
- Board awareness and visibility of the status of the "vital few" strategic programmes in their business plus an overall appreciation of the impact of the overall protfolio on the business
- Assurance that projects and programmes are being appopriately managed
- Confidence that the projects undertaken align with stated business strategy and the overall portfolio provides an appropriate balance of risk to return
- increases the likelihood of project success from a business perspective
- ensure that the business resources focuses on those projects that will bring most benefit to the business and pro-actively kills other projects
- ensures that the cost, time, benefits, resources and business impact are all considered when authorising projects


This list is not exhaustive - again willing to be shot at!!
    Back to Top View martinsamphire's Profile Search for other posts by martinsamphire Send Private Message Add to Buddy List
     

    Sorry, you can NOT post a reply.
    Your Forum Membership is not active!

      Post ReplyPost New Topic
    Printable version Printable version

    Forum Jump
    You cannot post new topics in this forum
    You cannot reply to topics in this forum
    You cannot delete your posts in this forum
    You cannot edit your posts in this forum
    You cannot create polls in this forum
    You cannot vote in polls in this forum

    Powered by Web Wiz Forums version 7.01
    Copyright ©2001-2003 Web Wiz Guide

    This page was generated in 0.2178 seconds.