Enterprise Project Governance: How to Manage Projects Successfully Across the Organization: Organizing for EPG


By Paul Dinsmore & Luiz Rocha 

Rio de Janeiro, Brazil

Interface between business strategists (upper management and business planners) and the implementers (program and project managers) requires organization and structure to put into practice project governance policies and sort out the challenges of managing a multitude of projects competing for scarce resources across the enterprise.

As a way of rewinding where we are in these series, let’s get back to our EPG framework as shown below. Along the series we have covered strategy in the June article, risk in July, portfolio in August, and stakeholders in May. In this article we will discuss organization and in the next two articles performance and transformation.

In order to organize for EPG three strategic questions must be answered:

1-    Who are the stakeholders?

This question is fundamental and must be thought in the planning of the EPG process as well as along the projects and the assets lifecycle. One of the pivotal issues in stakeholder management is that the effort along one project phase is frequently forgotten when moving to a subsequent stage. In EPG this process may start with the organization’s publics of interest. Presently, many large corporations use the Global Reporting Initiative guidelines to publish their social responsibility reports with their publics of interest identified;

2-    What is the purpose of applying EPG ?  Why are we doing this ?

The basis for answering this question was detailed on the January-April articles of these series when the concept was detailed and the link with corporate governance clarified.


To read entire article (click here)

This series includes articles by Paul Dinsmore and Luiz Rocha, authors of the book Enterprise Project Governance, published by AMACOM in the USA in 2012.  The articles are extracts and summaries of key topics from their book, providing information and guidance on one of the most important aspects of portfolio, program and project management today – governance.  For information about the book, go to http://www.amacombooks.org/book.cfm?isbn=9780814417461

About the Authors 

usa-brazilpaul-dinsmorePaul C. Dinsmore

Paul Dinsmore is board chairman of DinsmoreCompass, and a highly respected specialist in project management and organizational change. A certified project management professional (PMP), he has received the Distinguished Contribution Award and Fellow Award from the Project Management Institute (PMI®). He regularly consults and speaks in North America, South America, Europe and Africa.  Paul is the author and / or editor of numerous articles and 20 books, including the AMA Handbook of Project Management. Mr. Dinsmore resides in Rio de Janeiro, Brazil. 

flag-brazilluiz-rochaLuiz Rocha

Luiz Rocha has 35+ years of experience in the industry and business consulting. Luiz worked with Andersen Consulting and Delloite in the USA and Europe when he had the opportunity to manage multi-cultural and geographically dispersed projects in Latin America, North America and Europe. In Brazil he worked with Dinsmore Associates and Petrobras. Luiz is an engineer by background, MSc. in industrial engineering from UFRJ – Brazil, PMP-PMI and IPMA certifications. He is also a published author with two previous books, Business Metamorphosis, in Brazil, and Mount Athos, a Journey of Self-Discovery, in the USA.  Luiz can be contacted at [email protected]