From Watchdog to Wingman
Reframing Project Assurance from policing to practical support
Article focus This article challenges the perception of Project Assurance as a policing function and reframes it as a supportive role that helps projects stay controlled, transparent and trusted. |
First, let’s define Project Assurance so the rest of the article has a clear foundation.
Project Assurance definition
Project Board members are accountable for assurance within their respective areas of concern: business assurance, user assurance and supplier assurance.
The Project Board must decide how assurance will be undertaken, define roles and responsibilities clearly, and agree how those appointed to assurance roles will work together.
Depending on the knowledge, skills and capacity available, assurance tasks may be carried out by Project Board members themselves, by suitable people from the wider business, or by an external party.
However, assurance roles cannot be assigned to the Project Manager, Team Manager, project team members or Project Support. Where assurance is delegated, the relevant Project Board member remains accountable.
From Watchdog to Wingman: Reframing Project Assurance
Project Assurance is often seen as the “project police”, creating unnecessary concern or resistance.
In reality, it is better understood as a project enabler and critical friend: a role that supports delivery, strengthens governance, improves risk and issue management, and helps stakeholders make better decisions.
Within PRINCE2, Project Assurance plays a vital part in helping the project stay on course. By reframing the role, we can show how assurance supports the Project Board, the Project Manager and the wider project team.
Why the Misunderstanding Exists
Project Assurance is often confused with audit or compliance because assurance activities can highlight problems, issues and risks.
The difference is that assurance is embedded within the PRINCE2 project team and is designed to support the team, not judge it.
Good assurance should not feel like someone waiting for the project to fail. It should feel like someone helping the project avoid failure in the first place.
Project Assurance as a Project Enabler
Uncovering Blind Spots
Even experienced Project Managers can develop blind spots or miss valuable opportunities.
Project Assurance provides a second set of eyes, offering peer review, challenge and support. By identifying risks and opportunities early, it helps the team avoid costly delays, rework and late surprises.
Enhancing Decision-Making
Project Assurance gives the Project Board and Project Manager informed recommendations at key decision points, such as authorising the PID or reviewing progress at the end of a stage.
Whether the focus is risk identification, planning, estimating, decision-making or stakeholder engagement, this guidance can help teams make better choices before problems escalate.
Strengthening Stakeholder Confidence
An independent Project Assurance role gives the Project Board and stakeholders confidence that the project is being managed in a controlled and transparent way.
It helps confirm whether the project is on track, within budget, engaging stakeholders well, and managing issues and risks effectively.
This builds trust not only in the project’s progress, but also in the people delivering it.
When stakeholders can see that risks are being managed proactively, decisions are being made transparently, and governance is being applied, they are more likely to:
· Support the project’s objectives
· Remain engaged and informed throughout the project lifecycle
· Champion the project within their own business areas
· Feel confident that their investment, whether time, money or reputation, is being protected
Reframing the Role: Support in Action
Collaboration
Project Assurance works best when there is open and honest conversation between the Project Board, Project Manager, stakeholders and those carrying out assurance activities.
By encouraging collaboration and a one-team, no-blame environment, assurance can become a natural and constructive part of the project, rather than something people fear.
Empowerment through Management by Exception
Effective assurance empowers teams.
Rather than dictating solutions, it provides guidance, asks useful questions, and encourages ownership of outcomes, issues and risks.
This supports management by exception because the Project Board can have greater confidence that the right information is being reviewed, the right controls are in place, and the right issues are being escalated at the right time.
Conclusion: From Scepticism to Trust
Good Project Assurance helps to:
· Build confidence
· Create trust
· Turn concern into constructive challenge
· Support better decisions
· Protect the project from avoidable surprises
Project Assurance is not there to catch people out.
It is there to help the project stay controlled, transparent and trusted.
Final thought It is not a watchdog waiting for something to go wrong. It is your wingman: close enough to support, independent enough to challenge, and focused on helping the project succeed. |
