Konrad Walser
3.2 Separation of management and governance duties
From a project management perspective, two fields of activity, which must be systematically separated, should be discussed. In line with the new development of COBIT 5.0( ISACA 2012), this is to be done where governance and management duties are systematically separated. It is fundamentally possible to distinguish between various points of view( different role bearers) in a project management context, which can be incorporated into the project and project management. Initially, an external view from outside the administration should be identified, e. g., by different stakeholders. These can include external auditors who carry out external reviews on behalf of relevant stakeholders and inform them of their findings. Furthermore, a differentiation is needed between the external view from outside the project and that from within the administration itself. This latter includes internal auditors, management, finance, and specialist departments that commission projects. The internal project view includes the parties directly involved in the project i. e., service recipients, service providers, the project organisation itself and external contractors who execute the project. These different points of view must be sensibly delimited to derive the separation of the governance duties on the one hand and CaB on the other hand. External contractors who execute parts of the project must also be delimited. In summary, the three points of view should be delimited as follows for projects: project governance from an external view, project governance from an administrative management view, and project governance from a project management point of view in terms of the collaboration between the parties directly involved in the project. This article deals with the interim view between external and internal views.
3.3 Model development for the division of power in( IT) projects in public administration
As mentioned above, four stakeholders and their relationship in connection with( IT) project management will be investigated in more detail, initially in terms of their functions and roles: administrative management, finance, project‐initiating department and project management. Management is responsible for awarding the contracts for projects. It is responsible for developing an administrative strategy and the derived IT strategy, programmes and projects. It is responsible for reviewing project applications in terms of their conformity with the administrative strategy, conducting a general review of the resource applications and the final approval of resource allocations. It oversees the handling of the business case and approves its delivery. Furthermore, there is an analysis of the function and role of finance departments with regard to IT projects. The finance department plays a central role in assessing business cases for projects in terms of efficiency and effectiveness gains and is responsible for defining suitable measures for( non‐) realisation. At the request of the administrative leadership, it provides resources for the administrative department that made the project application. It is responsible for an on‐going financial review of the progress of the project and for reporting this to the administrative board. It notifies management in the event of non‐compliance with the financial specifications outlined in the business case. It sanctions the failure to achieve the project objective( s) linked to financial resources as detailed in the business case. If the finance department itself initiates a project, a specialist department must assume the role of counterpart for monitoring the business case. The following analyses the function and roles of specialist departments in( IT) projects. The specialist department has functional responsibility for the project in terms of optimising administrative procedures. It also has functional responsibility for the( initial) creation of a business case for the project. Further to this, it is responsible for clearly defining requirements for the project and communicating on project‐related issues with the finance department and the other stakeholders. The specialist department also has responsibility for executing the project within the agreed time, with the agreed quality and using the agreed resources. Project management is responsible for executing the project appropriately and in line with the requirements. However, it is not responsible for creating the business case. There must be a feedback process for clarifying the project requirements and ensuring that they are understood.
Figure 1 presents the relationships between the central stakeholders. The reason why IT is not addressed( but correlated) in the model in Figure 1 is, that projects can have a greater or lesser IT element, but are primarily based on the business. Major responsibilities must be established on the business side. It is therefore not relevant initially that IT is not in the foreground.
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