MATURITY OF THE PROJECT AND PROGRAMME OWNER: A KEY SUCCESS FACTOR IN PROJECTS AND PROGRAMMES

摘要

A key success factor in projects and programmes is the performance of the role " project respectively programme owner". In practice we find also other names for this role, such as project/programme sponsor or project/programme steering committee. To assure an appropriate performance of the role the right person(s)for this role have to be selected. The "maturity" of a project and programme owner can be defined as the knowledge and the experience to perform this role in the project or programme management process. The maturity of a project/programme owner is based on a clear role perception, on competences in project/programme management, and appropriate relationships to relevant environments. The project/programme owner role is to be understood and accepted by the project/programme team, and by representatives of relevant environments, such as the client, suppliers, etc. Project-oriented companies have procedures for project and programme management, which include descriptions of the project and/or programme management sub processes and project and/or role descriptions. Nevertheless the role project owner or programme owner is not performed appropriately yet in practice. In the paper different aspects of the maturity of project and programme owners will be presented: 1. The maturity of project and programme owners is dependent on the decision for the right person (s) taking over the role 2. The maturity of project and programme owners contributes to the maturity of the project oriented company 3. The maturity of project and programme owners is based on a clear role perception 4. The maturity of project and programme owners is not sufficiently existent 5. The maturity of project and programme owners can be developed.