Most project status reports have the same problem: they’re written for the person writing them, not the person reading them. They document what happened. They list what’s being worked on. They contain extensive budget tables and milestone logs and risk registers that everyone skims past. And then, buried in paragraph seven, there’s the one sentence […]

Most organisations have too many governance committees and most of them make too few decisions. A steering group that meets monthly to hear updates isn’t governing anything — it’s being kept informed. A project board that never challenges a project’s continued viability isn’t adding value — it’s providing cover. Getting your committee structures right is […]

Most organisations don’t set up a governance framework — they accumulate one. A steering group gets created for one project, a sign-off threshold gets established for another, an escalation path gets agreed informally over email. Over time, a patchwork of governance conventions develops that nobody designed and nobody fully understands. The result is inconsistency. Some […]

Project governance is one of those terms that gets used constantly in PMO work and understood rarely. Most people treat it as a synonym for bureaucracy — the approvals, the paperwork, the committee that slows everything down. That’s not governance. That’s bad governance. Done well, governance is what makes the difference between an organisation that […]