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​​Project governance

​It’s critical to establish clear governance structures at the beginning of the project to support effective joint decision-making.

The lead agency takes responsibility for resourcing key project roles - but there is an expectation that participating agencies will help with these appointments and, where appropriate, provide resources.

We recommend that participating agencies create terms of reference for each governance group, detailing agreements for how the group will work together to deliver the project. These should cover topics such as:

  • how much time people need to review plans and get internal approval at key milestones
  • the approval process for making operational decisions for the site, and
  • when and what items need to be escalated and which decisions can remain at the property managers/operations group level.

We also recommend that projects set up a regular forum for senior management engagement. Each project will have different requirements - agencies should choose the method that will be most appropriate for the scale, complexity and risk profile of the project. If a forum is not established, senior managers of all participating agencies should be provided with regular reports on the project’s risk and financial performance.

The Internal Project Manager should be appointed to represent the interests of the project and not the lead agency. We recommended that the lead agency identifies a separate contact to represent the interests of its business.

All workstream leads are lead agency resources. They’ll coordinate requirements and solutions with the participating agencies’ relevant specialists.

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