Project Governance Explained: Who Decides What, and Why

Governance is usually described as meetings, reports and forms, but what it actually settles is who may commit what, at which threshold, and on whose authority. Here is how to read that on a real project.

How to Handle Competing Constraints in a PMP Scenario

When scope, schedule, cost and value pull against each other, protecting the loudest constraint is rarely the answer. Four practical questions for reasoning through the trade-off, on real projects and in PMP scenarios.

Project Performance: Data, Information and Judgement

A project can be green on every measure and still be heading for trouble. Here is what to monitor to understand overall project performance, and how to turn the data into sound judgement.

Intended Value vs Realised Value

Intended value is what the business case predicted. Realised value is what the organisation actually gains once the output is in use. Most of the distance between them opens after handover, and more of it sits inside a project manager's reach than is usually assumed.

Insourcing vs Outsourcing: A Project Governance Decision

Sourcing decisions are usually presented as a cost comparison. They are actually decisions about accountability, specification and what your organisation will still be able to do once the work is finished.

Governance Without Bureaucracy

Delivery teams rarely complain about governance in the abstract. They complain about waiting. The fix is usually not less control, but control that is tied to a decision someone actually has to take.

Practical thinking for project professionals