Live Webinar – March 3rd 2022 1:00 am – 2:00 am EST
Live Webinar – March 3rd 2022 6:00 PM – 7:00 PM BT
Activity Type: Education – Course or Training  1 Hour  1 PDU
Provider: Association for Project Management – APM

Provision of good assurance within and around projects is a complex business. In anything other than a small organisation, one that does projects is likely to have at least a few assurance providers and people who want assurance.

What’s more, the landscape is complicated by other factors, like: types of assurance, governance arrangements, complexity of supply chains, timing demands for assurance, duplications and possibly conflicts, etc. This landscape needs clarity and organising.

Making Integrated Assurance work in practice is really difficult.

Organisations rarely (if ever) have a single ownership of project assurance. This is where I believe PMOs can have a larger role than they have traditionally had.

An obvious role that PMOs already often have is in carrying out reviews of projects, typically in support of project decision gates.

A less obvious existing role of PMOs is the provision, operation and monitoring of systems and processes used for project delivery.

Procedures and standards; planning tools; reporting systems; they all not only support project delivery they also tend to make project delivery be done in a predictable tried-and-tested way, thereby increasing the likelihood of project success.

The new role I propose is that of being a ‘home’ for project assurance.

Roy Millard (LinkedIn profile) suggests that PMOs need to be ready to advise organisations on their project assurance arrangements. They can be the driver behind making Integrated Assurance work.

Roy believes most PMOs are probably a long way from having enough knowledge about assurance generally, and project assurance specifically, to fulfil this new role.

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The Role Of The PMO In Project Assurance

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