AGB, PSC, BIG, PCT, PST and User Representatives: Completing PM² Governance

Sixth article in the “Learning PM² Through a Project” series

The previous two articles examined the four central PM² governance roles: Project Owner, Solution Provider, Business Manager and Project Manager. The model, however, is not made up only of individual roles.

It also includes decision-making bodies, performing groups, support functions and user representatives:

Appropriate Governance Body (AGB);
Project Steering Committee (PSC);
Business Implementation Group (BIG);
Project Core Team (PCT);
Project Support Team (PST);
User Representatives (URs).

The most useful classification to remember is:

Function	Elements
Decision and direction	AGB, PSC
Performance	BIG, PCT
Support	PST
User representation	URs

First Distinction: Role, Group and Body

PM² uses different terms because they describe different structures:

a role assigns responsibilities to a project function, such as Project Manager;
a group brings together people who perform coordinated activities, such as the PCT or BIG;
a governance body makes or supports decisions, such as the AGB or PSC.

The same person may participate in several parts of the structure. The Business Manager, for example, is an individual role, belongs to the PSC and leads the BIG.

Appropriate Governance Body: Authority Above the Project

The Appropriate Governance Body (AGB) is the highest-level body relevant to the project. The word appropriate is intentional: PM² does not prescribe one organisational name or form.

The AGB may be:

a portfolio board;
a programme board;
a management committee;
a senior manager with the necessary authority;
another body defined by the organisation’s governance.

Main Responsibilities

The AGB:

ensures alignment with strategy and priorities;
approves the project idea and investment;
authorises Planning and Executing;
makes decisions beyond the PSC’s authority;
may suspend or terminate the project;
receives strategic information and escalations.

In the Smart Bookings Project

If Annotatio must choose between investing in Smart Bookings and allocating the same resources to a new invoicing module, the decision belongs at AGB level. The issue is no longer merely how to manage the project, but which investment best serves the strategy.

Mistake to Avoid

The AGB is not the Project Manager’s “boss” for every matter. It acts at the appropriate governance level. Sending operational decisions to it weakens governance rather than strengthening it.

Clue words: strategy, investment, authorise, terminate, highest authority, escalation beyond project.

Project Steering Committee: The Project’s Steering Centre

The Project Steering Committee (PSC) is the collective body that steers the specific project. Its core membership includes:

Project Owner;
Solution Provider;
Business Manager;
Project Manager.

Other experts or stakeholders may be involved where necessary.

Main Responsibilities

The PSC:

steers the project and safeguards management quality;
monitors progress at directing level;
resolves conflicts between business and provider perspectives;
assesses significant risks, issues and changes;
makes decisions within its delegated authority;
prepares escalations and recommendations for the AGB where necessary.

The PSC Is Not Just a Status Meeting

A status meeting collects and communicates information. The PSC uses information to steer and decide. A meeting without authority, preparation or decisions does not become a PSC simply because senior managers attend it.

In the Smart Bookings Project

If online payments require an additional three months, the PSC can compare four options: increase time and budget, reduce scope, postpone the feature or reject it. If the decision exceeds its tolerances, the matter is escalated to the AGB.

Clue words: steer, key project decisions, PO–SP–BM–PM, significant change, management quality.

Project Core Team: Producing the Deliverables

The Project Core Team (PCT) is the group of specialists who perform the work required to produce the project deliverables.

It may include:

business analysts;
architects;
developers;
testers;
designers;
data, security or infrastructure experts;
other specialists required by the project.

Main Responsibilities

The PCT:

performs assigned activities;
produces and verifies deliverables;
contributes to estimates and detailed planning;
reports risks, issues and dependencies;
provides specialist expertise;
supports acceptance and resolution of non-conformities.

The PCT is coordinated by the Project Manager.

In the Smart Bookings Project

The PCT analyses the booking flow, develops the web and mobile apps, configures notifications, prepares tests and corrects defects.

Mistake to Avoid

The PCT is not necessarily the whole technical unit. It consists of the people performing the project’s core work.

Clue words: specialists, produce deliverables, development, testing, coordinated by PM.

Business Implementation Group: Turning Outputs into Change

The Business Implementation Group (BIG) performs the activities needed for project outputs to be adopted and generate outcomes and benefits.

It may include people from:

affected operational units;
training;
communications;
change management;
user support;
process and procedure management;
user representation.

Main Responsibilities

The BIG:

analyses organisational impact;
updates processes and procedures;
prepares training and communications;
supports transition and adoption;
executes activities from the Business Implementation Plan;
gathers feedback on solution usage.

The BIG is led by the Business Manager.

In the Smart Bookings Project

The BIG defines the new waiting-list procedure, prepares guides and videos, organises pilot gyms and supports the move from manual to digital management.

PCT and BIG: The Essential Distinction

PCT	BIG
Produces the solution	Introduces the solution into the business
Deliverables	Adoption and change
Coordinated by the PM	Led by the BM
Mainly provider side	Mainly requestor side

If the PCT completes its work but the BIG does not, the project may deliver outputs without achieving outcomes.

Clue words: business change, adoption, training, processes, Business Implementation Plan, led by BM.

Project Support Team: Supporting Without Replacing

The Project Support Team (PST) assists the Project Manager and management structure with administrative, methodological and control activities.

Support may include:

organising meetings;
document management;
maintaining logs and repositories;
collecting reporting data;
supporting planning and control;
quality assurance;
methodology support from a PMO or PSO;
administration of tools and procedures.

The PST Does Not Replace the PM

The PST may prepare data, update documents and facilitate processes, but accountability and management responsibility remain with the designated governance roles.

In Smart Bookings, the PST could update the Risk Log under the PM’s direction, prepare the monthly report and retain decisions. It does not independently decide risk responses.

An Optional and Adaptable Team

In a small project, the PST may consist of one person, be provided by a shared PMO, or not be formally established. The support activities must still be performed by someone.

Clue words: administration, documentation, reporting support, quality assurance, PMO, assists PM.

User Representatives: Bringing the User Voice into the Project

User Representatives (URs) represent the interests of those who will use or be affected by the solution.

They are not simply “users invited to a test”. They contribute to defining and verifying the product from an operational perspective.

Main Responsibilities

URs:

help define needs and requirements;
clarify operational priorities and constraints;
verify that specifications and deliverables meet user needs;
contribute to acceptance criteria;
participate in demonstrations, pilots and User Acceptance Testing;
collect, consolidate and communicate user feedback;
may approve or sign off user-related elements, according to the defined governance.

URs operate on the requestor side, are normally coordinated by the Business Manager, and may contribute to BIG activities.

In the Smart Bookings Project

Managers from pilot gyms and, where useful, representatives of end customers can verify that booking, cancellation and waiting-list flows are understandable and compatible with real work.

Mistake to Avoid

URs do not replace the Business Manager and do not automatically assume accountability for overall acceptance. They provide the representation and evidence required for informed decisions.

Clue words: user needs, requirements, acceptance criteria, UAT, pilot, user feedback.

The Complete Map

Element	Type	Layer/function	Main relationship
AGB	Body	Governing	Strategic authority above the project
PSC	Committee	Steering	PO, SP, BM and PM
BIG	Group	Performing, business side	Led by the BM
PCT	Group	Performing, provider side	Coordinated by the PM
PST	Group/function	Management support	Mainly assists the PM and Managing Layer
URs	Representative roles	Requestor side	Coordinated by the BM; collaborate with BIG and project

Integrated Case: The Pilot Does Not Work as Expected

During the Smart Bookings pilot, three problems emerge:

users do not understand how to leave the waiting list;
notifications arrive late on some phones;
correcting the problems may delay the release by one month.

Governance responds as follows:

URs collect and describe the problem from the user perspective;
the PCT analyses and corrects the interface and notifications;
the BIG updates instructions, training and operating procedures;
the PST records issues, decisions and progress data;
the PSC assesses the trade-off between date, quality and scope;
the AGB becomes involved only if the delay or cost exceeds the project’s delegated authority.

This example shows that governance is not a ladder on which every problem must climb to the top. It is a network of responsibilities that places each decision at the correct level.

Do Not Confuse

Pair	Difference
AGB and PSC	The AGB governs investments and strategic decisions; the PSC steers the project.
PSC and status meeting	The PSC has a decision-making function; a status meeting may be purely informative.
PCT and BIG	The PCT produces deliverables; the BIG implements business change.
PST and PCT	The PST supports management; the PCT performs the project’s core work.
URs and BM	URs represent users; the BM coordinates the business side and Business Implementation.
URs and testers	URs verify fitness for use; testers systematically verify technical and functional quality and conformity.

Test What You Remember

Which elements mainly have a decision-making function?
Which group produces the deliverables?
Which group prepares business adoption?
Who coordinates the User Representatives?
When should the AGB be involved?

Answers

The AGB and PSC, at different levels.
The Project Core Team.
The Business Implementation Group.
The Business Manager.
For strategic decisions or escalations beyond project authority.

Flashcards

Q: Who forms the core membership of the PSC?
A: PO, SP, BM and PM.

Q: Who leads the BIG?
A: The Business Manager.

Q: Who coordinates the PCT?
A: The Project Manager.

Q: What is the purpose of the PST?
A: To support the project’s administrative, methodological and control activities.

Q: What do URs represent?
A: User needs, priorities and experience.

Exam-Style Question

Who should collect and consolidate operational user feedback during a pilot and verify that the solution meets their needs?

A. Appropriate Governance Body.
B. Project Support Team.
C. User Representatives.
D. Solution Provider.

Correct answer: C. User Representatives bring the user perspective into the project and contribute to requirements, acceptance criteria, pilots and UAT.

In the Next Article

In the next article, we will examine the Responsibility Assignment Matrix and the RASCI model, learning to distinguish Responsible, Accountable, Supports, Consulted and Informed and to apply them to PM² artefacts.

Essential Sources

European Commission, PM² Project Management Methodology Guide v3.1.
European Commission, PM² Project Management Methodology – Highlights, 2025 Edition.
European Commission, The PM² Governance Model.