Programme and Project Maturity – Part 4 of 5 Effective Use of Project Assurance
Conclusion: This advisory is the fourth in a series which discusses the value proposition for conduct of project assurance through gate reviews for high-value projects, health checks of projects in trouble, key processes, and control mechanisms. Included in the first three parts of this advisory series was a discussion on the need for maturity in project management, the need for a mature project management framework, and a mature project management office (PMO) to support success in completion of projects.
Without effective project assurance, through external review of high-value projects at key gateways in the life of each project, and health checks of processes and controls, organisations run the risk of not fully understanding the impact of the project’s progress on their business objectives.
About The Advisor
Mike Mitchelmore is an IBRS advisor specialising in the areas of ICT strategy, program and project management, ICT service delivery and telecommunications. Mike has more than 40 years of experience in the ICT industry during which he has successfully led engagements in the design and deployment of a global telecommunications networks and IT platforms, negotiated managed telecommunications services, introduced new capabilities for call centres and consolidated ICT systems to focus on service delivery for citizen facing services. Mike has also assisted clients in ICT strategy, support planning, system design and architecture, and procurement strategies. Mike is a graduate of the Australian Army Command and Staff College, and the Royal Military College of Science (UK). He holds a degree in Social Science (human resource development), and graduate diplomas in Management Studies and Telecommunications Systems Management. Mike is a certified PRINCE 2 Practitioner and an ITIL (V2) Manager.