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ISBN: 9781119367888
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List of Illustrations
Figure 1.1: 6Q Governance (TM) as a business canvas.
Figure 3.1: AcdB layout on a whiteboard.
Figure 3.2: Worked example: TechServ! It’s not an IT project, it’s a customer service project.
Figure 3.3: Typical output from a stakeholder analysis.
Figure 3.4: Helpful output from Business Process Mapping.
Figure 3.5: A typical logic map. Source: Arnold [19].
Figure 3.6: An example of a Results Chain. Source: Thorp, J. (2003).
Figure 3.7: A weak AcdB logic.
Figure 3.8: Initial value chain.
Figure 3.9: Enhanced value chain.
Figure 3.10: Value chain enhanced with projects identified through influencer analysis.
Figure 3.11: Prototype project reports.
Figure 3.12: Screenshot of step 1 of the project initiation process – business case. Source: DSTG.
Figure 3.13: Prototype project portfolio management reports at DSTG.
Figure B.1: Project governance structure. Source: Young, 2005.
Figure B.2: Project timeline. Source: Young, 2005.
Preface
As we are writing this handbook, the COVID‐19 crisis is unfolding, creating challenges and opportunities of unprecedented scale for the economies and societies around the world. A number of projects are having their budgets axed and objectives put on hold but at the same time, many new projects are being initiated to help us all prepare to function and live in the ‘new normal’. Project sponsors, investors, and financiers are taking a risk‐averse view as to what projects will be needed and what to support in the post‐pandemic ‘brave new world’. Indeed, we felt that this handbook is a timely response to the challenges of this situation, focusing on project benefits and the design of projects in the light of their benefits, rather than the conventional criteria of project success.
Our ambition is to help organisational project clients and their project executives navigate these uncertain times. The book is deliberately brief and written for Corporate Boards and their ‘accidental project sponsors’. Managers do not suddenly acquire the knowledge to govern a big project when they are promoted to senior management. It is far more common to be delegated the role and to become a project sponsor by ‘accident’. Once delegated, the common experience is to find most of the advice one is given is not helpful, and success or failure becomes dependent on your instincts as a project sponsor. In the post‐pandemic world, projects are more critical to the survival of organisations and we cannot fall back on such a hit‐and‐miss approach. This handbook addresses this issue by distilling the experience of senior managers and presenting guidance in the form of six key questions illustrated by case studies.
The guidance is informed by decades of research and has been tested against a database of hundreds of projects to confirm its effectiveness. It is also supported by a companion website (www.6qgovernance.com) where readers can read the latest insights and post questions to the authors and their peers to get timely advice on how to govern their projects for the new normal.
Authors CV
Raymond C. Young – Career Summary
Raymond Young is an international authority in project governance. His research has been published by Standards Australia as HB280‐2006, a handbook explaining how boards and top managers influence business projects to succeed. His career objective is to help clients realise strategic business benefits from their projects rather than to simply come in on‐time on‐budget.
Raymond is a Fellow of the Australian Institute of Project Management (FAIPM) and a Fellow of the Governance Institute of Australia (FGIA). He is a founding member of the committee that developed the Australian and international governance standards AS8016 and ISO38500. Raymond’s career alternates between industry and academia. He has recently taken up a Senior Associate Professor role at Xi’an Jiaotong‐Liverpool
