I am moving from a Senior PM role to a Program Manager role and the governance structure seems much more complex. On the PgMP exam, how is the role of the Governance Board defined specifically regarding resource conflicts between projects? Are they there to make the final decision, or is the Program Manager expected to resolve these before reaching the board?
3 answers
The Governance Board (or Steering Committee at the program level) is primarily there for oversight and high-level decision-making. According to the SPM, the Program Manager should attempt to resolve resource conflicts first. You only escalate to the Board when the conflict impacts the strategic objectives or the program’s business case. In my 2023 experience managing a multi-year infrastructure program, the board's role was to ensure we stayed aligned with the corporate mission, while I handled the day-to-day tactical "horse-trading" of resources between project managers.
It really comes down to the "Charter." Does your current program charter clearly define the escalation path? If it doesn't, that might be why the lines feel blurred between your role and the board's role.
The Board provides the "Go/No-Go" decisions at the end of each program phase or "Gate." They are the ultimate guardians of the program’s funding.
Exactly, Barbara. Phase-gate reviews are the primary mechanism through which the board exercises its governance.
James, you hit the nail on the head. Our charter is a bit vague. For the PgMP exam purposes, I’ve noticed they expect a very structured approach where the Program Manager is the "facilitator" of governance. I need to remember that the board provides the "authority" but I provide the "recommendations." Thanks for the clarity, Linda; knowing that escalation is the last resort for strategic impact is a key exam tip.