Programme Governance
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.