7.7 In this example, the SGB is a high level board comprising:
• the project sponsors, i.e. those who are responsible for the project at the procuring authority's programme and balance of investment levels;
• the project owner;
• key stakeholders for the business or service; and
• suitable independent members capable of providing neutral challenge.
7.8 The SGB would be the regular forum for resolving key issues and for decision-taking above the powers delegated to the project delivery team. It would set the project requirement, constraints and boundaries, and set priorities within the corporate or programme context. It would seek assurance through review of the project plan and progress reports that the project is performing, that the project management activities are being conducted effectively and it would be the forum to challenge and provide support to the project team. Key project advisers would not usually be members but could be called to attend where expert advice needed to be examined first-hand.
7.9 During the concept and negotiation stages the SGB may be quite large as many interests need to be represented, and so it may be difficult for the SGB to meet as frequently or at short notice. If needed, the SGB will need to institute a smaller Support Group of the key decision takers. Such a Support Group could form a useful forum for internal briefings before meetings of the SGB.