Abstract
M.Tech.
Project and programme management have become important organisational developments in today’s business environment. The growth in projects across different sectors and industries, and their capability to enable organisations to cope with change in order to remain in business has emphasised the importance of project, programme and portfolio activities.
Although project management has provided a means of achieving goals that could not be achieved in traditional ways, the single project model has failed to address issues that arise when multiple and related projects are undertaken within an organisation. Programme management has then provided a means through which organisations achieve almost everything they undertake. It has been perceived as the strategy implementation vehicle that links the overall strategy of the organisation with the portfolio of projects.
While the use of programmes and programme management has grown in organisations, its capability to secure the investment of corporation has not been proven. Numerous failure stories with dramatic consequences for the corporation as a whole have been reported.
With the pace of new regulations that require the appropriate and responsible management of company affairs, considering the huge investment that corporations place in programmes, it has become important to devise an efficient and effective mechanism of overseeing these investments.
This research addresses the need to improve programme performance and ensure compliance with corporate policies. It focus on the governance side to determine how IT programmes can be governed while making sure that there is enough established control responsibility and accountability to ensure the achievement of the programme strategic objectives.
This has been addressed by identifying corporate, information technology and project governance requirements that have implications for IT programme management. This had led to the consolidation of implications identified from the Sarbanes Oxley Act, Control Objective for Information and Related Technology and the Guide to Governance of Project Management in order to provide an integrated view of overseeing the management of programmes.
The value of the research is that it has devised a conceptual framework for IT programme management governance that provides a means to ensure both programme performance and compliance to governance requirements that pertain to corporations.
The value of the framework is that it contains governance requirements that ensure an efficient and effective decision-making and delivery management, focused on achieving programme goals in a consistent manner while addressing appropriate risks, issues and events that can impede the programme outcome.