12.7 Enterprise Project Execution and Governance Part 7

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a little. Welcome back to the final part of Lesson 12 on Enterprise Project Execution and governments.

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I want to thank you in advance for sticking with me. I know this is a very long topic, but then again,

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the execution phase of the project is pretty much the most important phase because that's parole. The

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stuff gets done.

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So let's go ahead and wrap this up. So we've got some Super Taipei, awesome PSC members.

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We've identified their collective roles as well as their individual rules. Um, the they're motivated, they're exciting, and they're gonna move on to everybody's favorite thing in the whole wide world

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meetings,

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he said, ever so sarcastically.

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So

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part of the duty that the PSC

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is to have meetings and discussed meetings

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or discuss the things that the issues going on

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and make decisions during those meetings. And typically it's a vote. Majority wins. You're that whole thing.

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And, um,

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it is a critical

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part of being a PSC. Members being engaged and actually executed news have to meeting so that you can give the Project manager guidance. And if you're the project manager

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watching this video,

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these were the things that you mean from your P S. C

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in order to get the appropriate guidance to make effective decisions about the project.

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So

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PSC meetings. They're kind of their own animal there

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legislative in the sense that

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you've got multiple people in the group and you have to have, whether it's Robert's rules or anything else,

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have some kind of process by which you go about making decisions and giving that guidance to the project manager

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that they need.

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So

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if the project sponsor

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is a part of the PSC,

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then they're usually the director or the

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emcee. Whatever

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of the meeting there, the leader, they're the ones that set the agenda and go through the process.

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If not, they might appoint a business leader

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who

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is their primary point of contact

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within the PSC. So one of the two of them,

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they usually chair the meeting. So again they set the agenda. They set the process. They determine

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with

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feedback and all that kind of stuff, but they determine

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how decisions are made, whether it's majority vote or unanimous vote or

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any variation thereof, 2/3 et cetera, et cetera. So that they have, they said the process,

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um, of those meetings And that's really important because each project

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it's gonna have a different

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set of processes. Each PSC is gonna have a different set of processes. They're gonna be very, you know,

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similar to each other, but still different enough that it's important to set those ahead of time

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before the project actually gets rolling.

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That's part of the prerequisites for them, for the PSC means if you will,

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then they're going to confirm the minutes of the previous meetings, especially when you're talking about public,

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uh, companies and or government a disease.

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The meeting minutes are almost always public records, so therefore they can be requisitioned all that kind of stuff. You're gonna confirm the minutes from the previous meeting,

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approve them so on, um and then you're gonna go through the pending action items or decision items from the previous meeting. Sometimes

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a decision will come up in the meeting and there won't be enough information available to the group

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to make a decision. So they're gonna have to

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table it, allow everyone to do some research and then come back and meet number two and actually review the status and determine whether or not you can make a decision on that

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item at this meeting, this current meeting, then they're going to get some form of stash report from the project manager.

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This moving from previous business to new business. You think about it that way

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because Dan's report

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that is

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sometimes required by regulation,

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sometimes required by best. Well, all the times require a bit by best practices. But

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from a legal standpoint, if you're again a publicly traded company

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or a government agency that might be part of the statute that you have to follow during the stash report, get brought update to date on the project.

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Then you discuss any new risks, issues or roadblocks that have occurred,

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thinking in terms of

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your project blinders on.

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Part of your role as a member of the PSC is to be a part of the roadblock elimination business. So the PM

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is going to bring issues to the PSC that they cannot resolve by virtue of political cloud Jake, man, whatever and

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their hope

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is that the PSC were a member of the PSC. It's gonna be in a position to eliminate those roadblocks, so that's a very core element of being a member of the PSC So

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if I were they the chief up cybersecurity for a particular organization.

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P M. Comes into the meeting and says, Hey, we've got a new issue where

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so and so said that we can't use single sign on because we're storing data in the cloud

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That's definitely in my lane. And I'm gonna say,

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I got that. There's a roadblock there. I'm gonna work with the vendor or whoever to eliminate every block.

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So the new stuff, if it can be resolved, or at least, uh, ownership of signed

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during the current meeting, then that's a best practice for the PSC.

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Uh, once all those things have been discussed,

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then sometimes

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specific

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project documentations dash reports

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updated schedule,

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updated budget Spend plan. These kind of things are required either by

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organizational governance or statutory authority. You're

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a government agency, you're someone.

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So those documents will then be presented, and each member of the PSC will be able to review them

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and either approve or reject them or ask for modification. So on, once all those

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structure agenda items were done, then there'll be some kind of open discussion where people can bring up

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comments, concerns issues that they have questions they have for the project manager more of a free form, collaborative

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discussion.

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Once that's completed,

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usually this this business leader of the project sponsor will confirm a date and locate a time and location for the next meeting's Everybody's on the same page

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and then go ahead and just dismiss the PSC. So if you've ever been a part of a board, whether it's ah nonprofit board or a board of directors for organization,

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especially if you follow that Robert's rules,

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then you sort of have a vibe for how this works. But there's a structure, enough of a structure

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that you ensure that people just don't spend all day in a room talking to each other, that there's focus

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things progress accordingly as a project manager

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with, especially with the PSC that's not used to

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normal enterprise project governance,

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these air again, the kind of things that you might have to educate your P S C members

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on what their role is, and I don't say that to belittle anybody. I'm just saying it as you know, from experience

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that

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once you

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sit with the PSC, give them that kind of training in that kind of knowledge,

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then they're off to the races. These air experienced, smart

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business people with a lot of knowledge and value to add to the project team.

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They just sometimes don't know

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what their role is. So they're gonna be Spectators until

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somebody in a position of

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authority you were and by authority also mean

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referent power, which is expertise on the subject,

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gives them that. Hey, this is your role. This is your job. This is what I need from you. And all of a sudden, bam,

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they're Taipei Nous takes off on good to go.

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So,

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if needed, this is the normal structure of a project steering committee meeting.

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You may have to disseminate that ahead of time

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early on in the project so that the business leaders, the sponsor or whoever is chairing the meeting