Project comitology: the governance bodies of an IT project and their roles

This organizational mode is likely to substantially improve project management, because it allows to keep a control on its implementation, to follow and to arbitrate the key points. A certain number of committees exist in this respect, from which project managers or people in charge of project management can draw the sources of their organization. However, it is clear that these bodies are often misunderstood, even though they are in full expansion in management theories. For this reason, it is appropriate to present the 6 main committees, as well as their missions.

The Strategic Committee (COSTRA)

An IT project requires the establishment of a strategy, i.e. a plan of action to coordinate the actions of all stakeholders. The strategic committee is part of this logic. Its heterogeneous composition gives it a panoramic vision of the project, allowing it to establish dashboards, a state of the art, at different stages of its progress. It also supports a sponsor, in order to promote rapid decision-making and to strengthen the support of all actors. In practice, the strategic committee ensures that the actions carried out are consistent with the foreseeable changes in the information system. It is therefore an essential body to ensure the success of a project.

The Steering Committee (COPIL)

The Steering Committee is one of the governance bodies responsible for driving the sponsor’s intervention to ensure that the best decision is made, and for establishing the status of the IT project. He is the guarantor of the coherence between the decisions to be taken and the stakes of the operation, in particular with regard to the deadlines and the costs of the IT project. Its function is multiple. From the overall monitoring of the project’s progress to the decision-making process in accordance with the project’s objectives, including the orientation or modification of actions on the client’s proposal, the Steering Committee has a key role in the smooth running of the project.

The Project Committee (COPRO)

In this body, the project managers, whether from the customer or the integrator, lead the committee to ensure the smooth running of the project. In this perspective, the COPRO arbitrates disputes that may arise from the organization, the application of the QAP (quality assurance plan), acceptance operations, as well as the processing of modification requests and the compliance of functional or technical choices. In addition to this arbitration function, COPRO’s vocation is to coordinate present and future actions, while ensuring their coherence. He also monitors functional and technical aspects, by analyzing performance indicators (KPIs) and adapting resources.

The Business Decision Committee (BDC)

The Business Decision Committee (BDC) is a decision-making body whose function is to present, but also to arbitrate, the orientations issued by the project team following a process study. Its role also extends to the Run’s handling of changes, with regard to the analysis of content and developments and their impact on the project.

The Technical Decision Committee (COTEC)

The Technical Decision Committee, or COTEC, is an assembly that ensures the coordination of the work sites, in consultation with the technical team. In this perspective, it supervises the progress, as well as the actions carried out and those to come. It also analyzes the risks, with a view to preventing them.

The Maintenance Activities Monitoring Committee (CORUN)

The management of IT projects cannot do without a committee dedicated to maintenance and technical know-how. This body is the result of the merger between the project team and the team in charge of the maintenance of the current Application. The maintenance activity monitoring committee has the advantage of promoting information and exchange with the maintenance teams. Its purpose is to guarantee the follow-up of all the maintenance releases, but also to make the technical and/or strategic choices allowing to migrate towards the target application or, if necessary, to adapt to the evolutions.

The implementation of these governance bodies promotes the smooth running of IT projects. By their very nature, IT projects are complex and evolving, and more than ever they need to be deployed within a rigorous framework, embodied by these committees. Their success depends on it, but so does the responsibility of clients and providers.

Also read in our "project governance" file:

• Project comitology: the governance bodies of an IT project and their roles
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