“The Governance of Project Management concerns those areas of corporate governance that are specifically related to project activities. Effective governance of project management ensures that an organization’s project portfolio is aligned to the organization’s objectives, is delivered efficiently and is sustainable. Governance of project management also supports the means by which the board, and other major stakeholders, are provided with timely, relevant and reliable information.” (Association for Project Management, 2004)

Led by initiatives in the UK, formal guidance for corporate governance was developed during the 1990s through documents such as the London Stock Exchange’s Combined Code. Some of the principles of corporate governance have become more widely adopted and are used by government organisations, private companies and charities. In 2002, in response to major accounting scandals, the Sarbanes-Oxley Act was passed into law by the United States Congress.

Despite the weight of corporate governance guidance, none of it has previously been related to the specific implications of projects and project management. Yet projects present different governance issues as compared to operations, and many organisations are critically dependent on projects for success. In recognition of this gap, a Specific Interest Group (SIG) was formed by the Association for Project Management. It’s Governance of Project Management (GoPM) Guidance document was launched in September 2004.

HVR has been an active participant in the GoPM SIG from its inception and provides consultancy services and training focussed on GoPM issues. HVR has particular expertise in project portfolio management, project assurance processes and the role of the project sponsor.

Link to the APM's website from where the GoPM Guide can be dowloaded

Contact: martin.hopkinson@hvr-csl.co.uk