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Representative POMs are described for Programme Governance at each level of maturity.

1Initial

• Practice

  Rely on the best endeavours of staff.

  Outcome

  An immediate basic capability is turned on.

  Metric

  Number of experienced staff.

• Practice

  Leverage professional associations and networking to identify working approaches that are known to be effective.

  Outcome

  The implementation of working approaches that are known to be effective is very fast.

  Metric

  Number of approaches, methods, tools, or processes adapted from outside to get up and running.

2Basic

• Practice

  Use governance policies and controls from previous similar programmes.

  Outcome

  A set of governance criteria can be put in place quickly.

  Metric

  Time taken to agree programme governance structures, decision rights and approvals processes.

• Practice

  Agree governance and voting rights for approvals — e.g. all, majority, approved or rejected by default when an approver does not respond.

  Outcome

  An approvals approach is agreed upfront and the programme will run with fewer delays and disruptions.

  Metric

  Elapsed time for decisions and approvals.

3Intermediate

• Practice

  In determining the programme's stage gates and approval cycles, review elements such as the following: the size of the programme, its value and quality and the priority attached to it, and the culture of the implementing organization(s).

  Outcome

  Agility and control needs are tailored for each programme.

  Metric

  Stakeholder surveys to test satisfaction with the balance between control and the need for agility and speed of execution.

• Practice

  Provide clear guidelines for decision makers on what should or should not be approved to pass a stage-gate.

  Outcome

  Clear guidelines speed up and improve consistency in decision-making at stage-gate approvals.

  Metric

  Elapsed time from stage-gate approval request to decision notification.

4Advanced

• Practice

  Tailor approval cycles by insisting that alternative signatures must be provided by those who approve at potential bottleneck points.

  Outcome

  Fewer approval cycle delays and a more agile flexible approvals regime is evident.

  Metric

  Approvals cycle-times.

• Practice

  Check for continued strategic alignment at stage-gate approvals.

  Outcome

  Strategic alignment of programmes is assured throughout the programmes life cycle(s).

  Metric

  Number of programmes where strategic re-alignment was necessary.

5Optimized

• Practice

  Develop a programme of continuous improvement around programme governance that leverages best-known industry practice, research and the advice of vendors.

  Outcome

  A better balance of agility and control is achieved for all programmes.

  Metric

  Number of governance innovations.

• Practices

  • Ensure that governance policies and controls are adequate and appropriate.
  • Seek and use professional advice (from financial and legal experts, contract layers), on regulatory matters on products and services and company law.

  Outcome

  A better balance of agility and control is achieved for all programmes.

  Metric

  Number of governance innovations.