Project governance can be described as the secret weapon of effective project-based organizations. It is about establishing a set of processes for all programs and projects to follow. The aim is for the people that Sponsor projects to ensure their project follows the rules.

By having an approach it will ensure an organisation can continually drive the discipline of programs and projects delivering the agreed objectives, ROI, benefits and value within the estimated timeframe.

A quick exercise we provide to our customers is a roles and responsibilities assessment. This addresses how decisions and accountabilities are disseminated and assigned between the project team and executives.

If you are part of a company that does not have a Governance framework in place, you will have surely seen the way things are done at the last minute e.g. status updates, meetings, reports on and we have not even discussed lack of forecasting tasks and providing communication in advance. Poor governance can have a negative impact such as:

The difference between corporate governance and project governance is that project governance should be an extension of the way your company operates and:

To implement this properly the value of adopting a governance framework needs to be understood and evidence provided to senior management to obtain buy-in from the CEO. However, if this is too large a change, then rest assured it is easy to adopt on a project by project basis. You can gain the value without waiting for the time it can take to roll-out the framework company wide.

Governance of Project Management Principles


The board has overall responsibility for governance of project management.


The roles, responibilities and performance criteria for the governance of project management are clearly defined.


Disciplined governance arrangements, supported by the appropiate methods and controls, are applied throughout the project life cycle.


A coherent and supportive relationship is demostrated between the overall business strategy and the project portfolio.


All projects have an approved project plan containing authorisation points at which the business case is reviewed and approved. Decisions made at authorisation points are recorded and communicated.


Members of delegated authorisation bodies have sufficient representation, competence, authority and resources to enable them to make appropiate decisions.


The project business case is supported by relevant and realistic information that provides a reliable basis for making authorisation decisions.


The board of its delegated agents decide when independent srutiny of projects and project management systems is required, and implement such scrutiny accordingly.


There are clearly defined criteria for reporting project status and for the escalation of risks and issues to the levels required by the organisation.


The organisation fosters a culture of improvement and frank internal disclosure of project information.


Project stakeholders are engaged at a level that is commensurate with their importance to the organisation and in a manner that fosters trust.

Types of customers

Being accustomed to implementing governance in all our clients’ work allows us to have seen issues that have been mitigated effectively. Below we share those times when our clients should have used a project governance methodology to realise the expected outcomes:

Our customers have these challenges and more. This is where we can help you to understand what you are trying to achieve and recommend a way to be in charge of your opportunities.

Industries we have experience in

Types of customers

Business projects include Enterprise Mobility growth program to deliver new services to enterprise customers such as IoT, BYOD, Connected Vehicle solutions & telematics, Unified Communications, cloud platforms, security.

Data Collection System to provide a new modern, efficient and flexible solution for all industry stakeholders.

Business process innovation to review the different services provided to clients and how to do this more effectively and economically given changes in technology, shipping and international laws.

Consumer banking, integrated payments, point of sale, risk and compliance management and AML .

With project management being core to the success of any project, Go Live’s project management team consists of Program Managers, Senior Project Managers, Project Managers, Business Analysts and Project Coordinators.

Our team have attained industry-recognised credentials and memberships from the AIPM (Australian Institute of Project Management), PRINCE2 (OGC), MSP (OGC) and PMI (Project Management Institute). This demonstrates our highly competent delivery skills.


Programme and Project Management is a key component for delivering successful outcomes, which is why Go Live uses best practice program and project management standards to deliver our solutions to customers. Our delivery capabilities are underpinned by:

GO LIVE Consultants