Additional and complementary principles of governance also exist.

The board has overall responsibility for governance of project management

The roles, responsbilities and performance criteria for the governance of project management are clearly defined

Disciplined governance arrangements, supported by appropriate methods and controls are applied throughout the project life cycle

A coherent and supportive relationship is demonstrated between the overall business strategy and the project portfolio

All projects have an approved plan containing authorisation points, at which the business case is reviewed and approved. Decisions made at authorisation points are recorded and communicated.

Members of delegated authorisation bodies have sufficient representation, competence, authority and resources to enable them to make appropriate decisions.

The project business case is supported by relevant and realistic information that provides a reliable basis for making authorisation decisions.

The board or its delegated agents decide when independent scrutiny of projects and project management systems is required, and implement such scrutiny accordingly.

There are clearly defined criteria for reporting project status and for the escalation of risks and issues to the levels required by the organisation.

The organisation fosters a culture of improvement and of frank internal disclosure of project information.

Project stakeholders are engaged at a level that is commensurate with their importance to the organisation and in a manner that fosters trust.^[3