This website is to support the community
around the book (to be) published by Wiley
For Boards and their ‘Accidental Sponsors’
6 guiding questions to implement Policy, Strategy
and create value through projects
6Q Governance presentation at PGCS conference (Aug 2019)
This presentation was given at the Project Governance and Controls Symposium (PGCS) Conference in Canberra on 20 August 2019. This conference focusses on the thought-leaders in the Public Sector in Australia and this presentation is a preview of the content in the book to be published by Wiley.
Contact
For
more information contact:
Dr Raymond Young
c/o School of Business, UNSW Canberra
Canberra ACT2601
Australia
drryoung@gmail.com
Who developed 6Q Governance?
6Q Governance is based on the research of Dr
Raymond Young. His research has been published by Standards Australia as a
handbook explaining how boards and top managers influence business projects to
succeed (HB280). His research is potentially the first major breakthrough on IT
project failure in over 50 years and some indicators suggest his concepts could
increase GDP by 1.6% – 3.1%.
Dr Young’s career alternates between industry, consulting and
academia. He is currently a Senior Lecturer in the School of Business at the
University of NSW Canberra. He has a decade of management consulting experience
culminating in a CIO role within Fujitsu Australia.
Dr Young is a fellow of the Australian Institute of Project
Management (FAIPM) and a fellow of the Governance Institute of Australia
(FGIA). He is a founding member of the committee that developed the Australian
and international governance standards AS8016 and ISO38500.
What is 6Q Governance?
6Q Governance provides the 6 questions needed to diagnose the health of a project. By asking these 6 questions boards, senior managers, project sponsors and their advisors will know whether their strategy/policy is on track and whether a project is likely to deliver the expected benefits.
Why do we need 6Q Governance?
We need 6Q Governance because projects are undertaken to implement strategy. However, fewer than 10% of strategies are fully implemented [1]. Most large projects fail to live up to expectations [2] and between half to two-thirds of projects either fail outright or deliver no discernible benefits [3]. This result appears to be no better in the public sector where hundreds of billions of dollars are invested annually in projects that contribute little to policy goals [4].
How do I know 6Q Governance works?
6Q Governance was developed from a research handbook published by Standards Australia [1]. Cases were conducted of successful and unsuccessful projects in typical and exemplary organisations and diagnostic questions were developed to identify what needed to be asked to have assurance projects will succeed. 6 Questions were found to be sufficient. These 6 questions were then tested against a large database of international projects and found to correlate quite strongly against project success [2].
References
[1] Standards Australia. HB280 Case Studies – How boards and senior management have governed ICT projects to succeed (or fail). Young R editor (Standards Australia, 2006).
[2] Young, R., Chen, W.,