APM Governance SIG

"Governance refers to the set of policies, regulations, functions, processes, procedures and responsibilities that define the establishment, management and control of projects, programmes and portfolios."
APM Body of Knowledge, 6th edition, section 1.1


About us

Welcome to the APM Governance Specific Interest Group (SIG) community.

The SIG was established in 2003. The stated purpose of the SIG is to:

  • be the UK focus for those interested in the governance of change/ project management;
  • advance the understanding of governance of project management;
  • contribute towards the development of good practice in the governance of change/project management;
  • influence national and international standard-making authorities to improve their impact on the governance of project management;
  • influence those responsible for the governance of project management to improve their practices;
  • develop its members as ambassadors and exemplars of excellent governance of project management.
  • the SIG has been extremely active and has published a series of well received guides (see below), and is also actively reaching out to board/senior executives of organisations, for example IOD, IIRC, as well as the APM membership, to influence them to adopt better governance practices.
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About governance

Since October 2003 this group has sought to answer the questions:

  • How does an organisation, particularly its directors, assure the effectiveness and efficiency of their portfolio direction, sponsorship and programme and project management?
  • How do they ensure proper coherent disclosure and reporting of these systems and of their performance?

We base our investigation on published governance requirements, on recognised standards and on the experience and knowledge of our members. As our guidance is widely used so we are making a difference to the quality of project management oversight and performance.

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Blogs by this SIG

  • Tagged:
  • Governance
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Ashley Cox
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  • Effective sponsorship is key to success
  • Date: 1 August 2017
  • Every year numerous surveys tell us the same things that we have been reading for the last 40 years – more projects fail than succeed. Too few senior managers and executives in organisations do enough to change the culture of project sponsorship and delivery in their organisation, but all would say that they would welcome the opportunity to be educated.
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