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Programme Governance

A2

Communicate and promote the use of programme governance structures, policies, and controls to all relevant stakeholders for consistent management, execution, and control of the programme.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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.