Steering committees are fundamental to the development and sustainability of all your projects. They are numerous and play an essential role in monitoring your projects and managing change. Indeed, in these times of great change, the pace has accelerated prodigiously. A strategic project that is difficult to manage obviously needs to be monitored more closely than an "ancillary" project of lesser difficulty.
Similarly, a project with a high frequency of deliverables (at least 1/week) requires closer attention. This is in contrast to a project with monthly milestones. Then, a "short" project (less than 2 months) does not allow us to delay the detection of a drift.
In this article, you will find information on the steering bodies that you absolutely must know about:
We distinguish 3 types of instances based on different temporalities:
First of all, we generally identify two types of authority. On the one hand, we have "project bodies", and on the other, "project portfolio bodies". Both meet specific expectations and frequency of meetings.
Themes | What the court said | Frequency |
Examples |
| Day-to-day" project management. We identify difficulties encountered and new tasks to be carried out. | Daily
or Weekly | Project committee
Daily meeting Site meeting |
| Management of major project sequences. Tasks are identified and scheduled. | Monthly End of phase | Committee schedule
Progress review Retrospective / Sprint launch |
| Project contract management. We ensure that projects are in line with the project contract (scope, deadlines, cost), and we formalize amendments to project contracts if changes are necessary. | Monthly
Quarter | Steering Committee
Program Committee
|
Themes | What the proceedings have in store | Current frequency |
Examples |
| When decisions are made to launch projects. When trade-offs are made between the demands made by stakeholders. | Quarter
Semester Year | Investment Committee
Management Committee |
| Operational management of projects, integrating the effects of adherence to other projects. Information gathering and decision-making body. | Bi-weekly
Monthly | Project review
Project portfolio review |
| Allocation of financial resources to portfolio projects. Arbitration on requests for decisions from steering committees. | On schedule to meet budget deadlines
Quarter Semester Year | Budget preparation
Forecast magazine |
| Structured as a strategic project. Progress report to the Executive Committee or General Management. Information and decision-making body. | At launchHalf-yearly or annual management review | Program Committee
Roadmap Committee Strategic Planning Committee |
| Allocation of human resources to projects / Staffing decisions. HRD may be involved for projects involving training and recruitment. | Weekly (this is the case for service companies, for example) Monthly | Production Committee
Staffing Committee Assignment committee |
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Any piloting activity must take them into account. Whether it's a multinational company, a fighter jet or a project. Piloting is the action that transforms measurement into correction, with decisions taken by the pilot and subsequent actions.
The Project Steering Committee (Comité de pilotage d'un projet - Copil) is a key player in project management.
It is made up of a cross-functional project team with two main missions:
- to ensure that projects run smoothly
- to validate strategic choices
The Copil is generally made up of competent representatives from the company or local authority departments directly involved in the project. At all times, this steering committee takes the necessary steps to ensure that the project achieves its objectives. Its role is also to monitor the project's progress at all times.
This steering body plays a key role in the management of large-scale projects.
It acts as an intermediary between the company's strategic and operational steering bodies.
This body gives a strong impetus to all project managers.
It decides on the scope of projects based on the following elements:
Remote management of steering bodies using a PPM tool