The role of Senior Responsible Owner was first proposed for IT enabled projects in the McCartney Report in 2000. A recent “Lessons Learned” bulletin from the OGC highlights ways in which to make the SRO role more effective.
1. Better understanding of the role
2. Selection of the right people to act as SROs
3. Giving SROs real accountability
4. Giving SROs business authority to resolve issues
5. Ensuring SROs have relevant delivery skills & experience
6. Ensuring adequate commercial awareness
7. SROs dedicate sufficient time to the role
8. Improved continuity through the project lifecycle
9. Improved tools, guidance & development opportunities
10. Adequate supporting resources
Lessons Learned:
1: Incorporate performance in the SRO role in individual performance targets
2: Involve PPM Board Champions and CIOs in the selection of SROs�
3: Appoint SROs for a minimum period and link any changes to project milestones
4: Encourage inexperienced SROs to undertake a appropriate training
5: Encourage SROs to gain assurance experience by taking part in Gateway Reviews
6: Use mentors external to the project to provide advice and support
7: Support SROs in attending networking events for the wider SRO community
It all feels a bit like motherhood and apple pie – but we shouldn’t knock the concept of SRO. Recognition of the importance of accountability has been a major step forward for the public sector over the past decade, even if there is still a significant way to go. The growing breed of professional PPM and Service Management professionals with best practice qualifications such as MSP and itil should improve the pool of SROs available during the next decade.
>> OGC Lessons Learned Bulletin
>> SRO Purpose, Role and Characteristics
>> MSP Training
>> ITIL Training
Blogalot – December 2009
