Committees are a traditional and longstanding mechanism for organizing and empowering a group of individuals to work together as a deliberative, decision making body -- to make “things” happen.
Within the project management context, committees are formed for a number of purposes, with one of the most common being the "steering committee". When properly organized and empowered, the project steering committee provides executive oversight, advocacy, support and decision making for single projects, multiple projects or an entire project portfolio. As the name indicates, steering committees are formed to “steer”, not to “manage”. Depending on the assigned project (or portfolio) scope, steering committees will be called upon to make multiple decisions and issue multiple directives to guide the project (or portfolio) to the desired result. Committee success depends on the ability to execute governing responsibilities, while allowing the project manager "to manage" and the project team to "perform". Find more tips and techniques for organizing stakeholders and resources.
The committee mission establishes the purpose and scope of a given steering committee. A clearly stated "mission" provides the boundaries, direction and guidelines under which the steering committee will operate and make decisions. To avoid the common pitfalls, this mission must be clearly stated, relevant to the project and approved by the key stakeholders (as per the define/align/approve standard.) In order to achieve these goals, the committee "mission" is documented as part of a formal organizational process. As a general guideline, documented "mission statements" must address the following key questions:
What’s the difference between a team and a committee? Teams are formed to execute a defined work effort and produce specific deliverables. Committees are formed to deliberate, decide, and provide governing authority, advice and oversight. Also See: IT Steering Committee Charter Tools
The "Committee Charter" is an essential project committee deliverable, setting boundaries, and documenting committee purpose, scope, authority, organizational structure and operational guidelines.Once documented and approved, the charter provides the foundational and procedural basis for committee operations, allowing committee business to be conducted in a consistent, productive manner. As a baseline, charters should provide a member roster, listing the committee members by name and role, as well as expected committee deliverables and actionable procedures such as meeting scheduling, rules of conduct, voting requirements and related matters. As the committee charter is prepared in expectation and anticipation of formal acceptance, the following questions must be addressed:
Project steering committees operate more efficiently and with less risk when the designated “mission” is executed under a formal, hierarchical organizational structure. Steering committees (like any other type of project committee) are deliberative bodies, formed to make important, complex, and time-sensitive decisions. When appropriately applied, operational “structure” is the most effective and cost feasible mechanism to facilitate the decision making process. Structure provides a framework of accountability for how committee work gets done. (Also See: Roles and Responsibilities Framework)
Structure also creates a working “dynamic” designed to set expectations, minimize conflicts and eliminate bottlenecks. By definition, steering committees require strong leadership… not to dictate, but to guide the committee members through the myriad of actions to be taken and decisions to be made. At a minimum, committee roles and responsibilities should account for the following elements:
The biggest threat to steering committee success is the risk of micromanagement - losing sight of that key distinction between directing the work effort (from a vision point of view) and managing the work effort (to produce specific results). It's a fine line, and can only be properly navigated when everyone is willing to work together in a collaborative fashion.
The project manager, team and customers must recognize that steering committees have to "steer", and all related governance directives must be respected and accepted. The project manager and the team must keep the committee fully informed and engaged, and seek guidance as warranted and appropriate. The key to steering committee success is cooperation and collaboration, beginning with a fully defined mission, embraced by all.
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It's easy to set goals. It's not that easy to reach them. A "vision" will lead the way and that's what you will find in the pages of the Service Strategy Toolkit.