Governing Programmes and Projects

Boards and top managers have the most influence on whether a project succeeds or fails.

Most large capital investment projects come in late and over budget, never having lived up to expectations (Harvard Business Review: 2003). Organisations rely on projects to implement their strategy to remain competitive. While projects might deliver on their ICT objectives, often they fail to deliver the benefits expected. But factors outside the project team’s control or view can often impact the result.

We have a series of tools and mechanisms that operationalise governance standards. These tools and mechanisms help project managers prepare for and monitor the environment that should be supporting their project delivery.  To help organisations ensure the success of their projects, we guide senior management and Boards to ensure they are obtaining the visibility of the projects that they require.

Raymond2Dr Raymond Young is a former director of ISACA (Sydney), a recognised international author and a founding member of the committee that developed the Australian and international governance Standards AS 8015, HB280 and AS8016.

He is a former CIO at Fujitsu and taught at Macquarie University’s Graduate School of Management, one of the leading business schools in the Asia-Pacific.

Raymond’s expertise includes project governance, performance measurement, business process reengineering, activity-based management and logistics. His significant clients have included Colgate-Palmolive, BHP, Commonwealth Bank, Telstra, Department of Health, Electricity Trust of South Australia and Prospect Electricity.