the organisation outside of that project decision making forum; either include these individuals as members of the project decision-making body or fully empower the current steering committee/project board. The steering committee/project board is responsible for approving, reviewing progress, and delivering the project outcomes, and its intended benefits, therefore, they must have capacity to make decisions, which may commit resources and funding outside the original plan. This is the final principle of effective project governance. Adoption of this principle will minimise multi layered decision making and the time delays and inefficiencies associated with it. It will ensure a project decision-making body empowered to make decisions in a timely manner. Additional and complementary principles of governance The board has overall responsibility for governance of project management. The roles, responsibilities 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. Principles for multi-owned projects Multi-owned is defined as being a project where the board shares ultimate control with other parties. The principles are: There should be formally agreed governance arrangements There should be a single point of decision making for the project There should be a clear and unambiguous allocation of authority for representing the project in contacts with owners, stakeholders and third parties The project business case should include agreed, and current, definitions of project objectives, the