ABSTRACT
Projects often seem to expose gaps in organizational governance. Being temporary endeavours, they may not align well to authority structures defined along traditional functional, geographical or other lines. This can leave project and other managers unclear about who is responsible for managing priorities and resources. Organizational governance is a large subject. A host of laws and regulations deal with elements of it. Terms of the people and organizational units involved, the programme manager may well act as sponsor for some projects within the programme. Under PRINCE2, project assurance is the responsibility of the project board. Thus, it is responsible for confirming that the view of project status it receives from the project manager is accurate, and that it understands the information it is receiving. The PMO typically provides a central pool of people with the necessary project management skills to undertake assurance and a good understanding of the organization's projects, methodology and standards.
