Projects are usually a direct result of a higher plan within the organisation. The intention, support, funding and expectations are driven by strategic goals defined by an executive strategy. The project is a means to achieve that strategy by creating non-ordinary outcomes. Thus, the connection between projects and their parent strategy is usually unshakable.

Governance is then the mechanism used to ensure that any project remains on track to support its original (or evolving) role within that strategy. These are mechanisms that create a conduit between project leadership and the strategic executive leadership on the trajectory of the project. Governance is all about making sure, and in particular, ensuring that the project continues to faithfully execute the its purpose in the strategic plan – or to assist with feedback that helps modify that strategic plan as needed.

This is where governance is on the lookout for the risks and troubles that lead to project failure. The strategic executives are usually less concerned about small issues like shifting constraints. They really need to understand the major pain points and conflicts that lead to real trouble.

As a governance function, project leadership must therefore focus some attention on the major sources of pain that can lead to serious conflict for the project. The cause and effect that eventually leads to real project trouble is the core concern for governance and the executive. A failed project is a disaster for the strategic plan – and this is where leadership must keep their eyes on the prize.

Among all of these are various sources of existential risk to the project. Some of these remain hidden due to the frailties of human thought, others come from outside of the project bubble. All of these must be addressed and compared to our clear and unambiguous definition of project success which we must always protect.