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Suggestions around overall governance and assurance process

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Suggestions around overall governance and assurance process

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Anything specific around artefacts and documents

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Anything specific around artefacts and documents

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Views on the assurance reviews i.e; timing, requirements, bodies undertaking the reviews etc.

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Views on the assurance reviews i.e; timing, requirements, bodies undertaking the reviews etc.

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Anything we would want to see around culture and behaviours in relation to assurance?

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Anything we would want to see around culture and behaviours in relation to assurance?

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Should be based on risk - i.e. build a risk profile at SBC and use that to determine governance controls and identify appropriate hold points. Risk profile can be regularly reviewed by PM and governance and assurance flexed as required.

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Consider alternative ways to obtain independent assurance such as Peer Reviews

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Start with minimum standard for G&A and 'add to' based on risk profile. Currently start with kitchen sink and have to negotiate requirements down - time consuming and can be demoralising

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Dependencies - it feels very much like it's down to the PM to have oversight of every project that may have dependencies - more needs to be done on trying to obtain an overview of timeline with key dependant dates across projects - we input information into proactive but where does it go? Would really help PM's if this was available/could view

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People Committee meeting quarterly is ridiculous - introduces tons of risk to projects.

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People Committee meeting quarterly is ridiculous - introduces tons of risk to projects.

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For the Fundraising Campaign - we report directly to UE and the Sponsor meets regularly with Duncan. UE have approved a move of the launch date for campaign from spring 2025 to autumn 2025.

We are developing a business case for EU on the impact for resources/budget and campaign deliverables/ambition...

As EU are making the decision - it feels going to sub group then SCSC would be a waste (although agree they will want to know - ie a to note rather than a decision) - I can check with PMO...

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Doesn't work atm for Campaign without creating duplication as I have artefacts that are used by workstream leads across DDAR (eg plans, risk logs etc) that are embedded in DDAR ways of working/framework for campaign - we use and maintain those. As I don't have a project officer or administrator, I have no resource to delegate updating/maintaining this. (But appreciate the help Fatima's team have provided in adding this on). Concerned it will become out of date

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Really good advice and support from Jo Atkinson and the Finance team throughout the development of the OBC through to approval and beyond.

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I find these are really useful both as a reminder to make sure my ProActive docs etc are all in order, but it also ensures PMO are upto date on the progress of the project etc. Therefore, hopefully no surprises for them or me.

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Reduced slides in gateway pack has removed a lot of duplication and allows meeting to focus on exceptions

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When templates/artefacts are updated, there is an expectation that PM's will copy/paste into updated version which takes time/effort. Would be more efficient if differences could be specified with agreement that any critical new requirements can be added to existing documentation on exception basis

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While it is important to provide sufficient and detailed information, we must recognise the limitations of PowerPoint templates. In many cases, the templates provided are simply not suitable for conveying the necessary information and details effectively. We need to ensure that the format we use aligns with our communication requirements.