governance isn't what you think it is - unicom - feb 2014
DESCRIPTION
Slides from my presentation at Unicom business process event, 27 Feb 2014. Discusses what governance is and why it's important. Looks at common governance issues in organisations. Suggests some heuristics for addressing these issues.TRANSCRIPT
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Process governance Feb 2014 1
Governance ain’t what you think it is
(& it’s probably broken in your company)
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2
What happens when…
Process governance Feb 2014
Project Managers say… Business Exec 16%
IT Exec 40%
Product Owner 0%
Project Manager 12%
Policy Unit 24%
Team 4%
Individual 4%
Other 0%
… we ask “Who decides how we organise our forums and collaboration systems?”
Executives say… Business Exec 10%
IT Exec 19% Product Owner 0%
Project Manager 33% Policy Unit/PMO 14%
Team 19% Individual 5%
Other 0%
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3
Who chooses the development process?
Process governance Feb 2014
Complex.Belongs to team plus PM.
Simple (“just do it”).Belongs to team plus exec
“Belongs to me”
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4
Who allocates resources?
Process governance Feb 2014
Project Manager
Anyone but me.
“Belongs to me”
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5
Is this story ready for implementation?
Process governance Feb 2014
Me
Me
Me
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8Process governance Feb 2014
polarjez
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9Process governance Feb 2014
Tom Hilton
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10Process governance Feb 2014
Governance?
WordRidden
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11Process governance Feb 2014
Yuval Y
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12Process governance Feb 2014
Institute on Governance (www.iog.ca)
Governance is the process whereby societies or organisations make important decisions, determine
whom they involve and how they render account.
The right people are involved in these
decisions
The right people are involved in these
decisions
They track outcomes & act to improve them
They track outcomes & act to improve them
They follow an acceptable process
(“due process”)
They follow an acceptable process
(“due process”)
We know which decisions matter
We know which decisions matter
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13Process governance Feb 2014
bertiemabootoo
Prioritise – focus on decisions that matter
Understand context – how decisions affect objectives
Right Decision
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14Process governance Feb 2014
Right People
The US Army
Bring appropriate expertise to bear
Consider all relevant perspectives
People buy in to the outcomes
Don’t waste time - Deciding who to consult - Finding the right people - Politicking, disputing boundaries & authority levels, etc - Of people who can’t help
Don’t get derailed from unexpected quarters
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15Process governance Feb 2014
Right Process
Elsie Esq.
Know what to do
Know how to do it
Don’t waste time define bespoke processes
Don’t get panicked in emergencies
People buy in to outcomes; avoid politicking
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16Process governance Feb 2014
leateds
Accountability
Know how we’ll track outcomes
Know how to recognise if off course
Prepared to steer back on course / fix poor decisions
Feed back to improve the decision making process
Don’t make the same mistakes over and over
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18Process governance Feb 2014
well-definedgovernance helps you make better
decisions
good
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19Process governance Feb 2014
“Decisions are the essence of management. They’re what
managers do”Harvard Business Review, Jan 2006
amyjane1
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20Process governance Feb 2014
arisexpress
Process X
Responsible
Accountable
Consulted
Informed
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21Process governance Feb 2014
arisexpress
Decision Point Y
Responsible
Accountable
Consulted
Informed
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22Process governance Feb 2014
Tamworth Borough Council
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23Process governance Feb 2014
Droax
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24Process governance Feb 2014
Simple model: the key questions are:
Who defines policy?
Who approves policy?
Who enforces policy?
Who implements policy (makes decisions)?
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25Process governance Feb 2014
Definition & Implementation may split as…
Definition
Imp
lem
enta
tio
n
Central Devolved
Devolved
CentralUnit
CoEwith Audit
Centre ofExcellence
ConsultativeCouncil
Anarchy
OutsourcedExecution
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26Process governance Feb 2014
Approval overlays that…
Central Devolved
Devolved
Central IM Unit
IM CoEwith Audit
IM Centre ofExcellence
IM Council Anarchy
CentralProcessing Unit
Devolved
Executive
Devolved
Executive
Executive
Executive
Executive Devolved
Definition
Imp
lem
enta
tio
n
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27Process governance Feb 2014
Enforcement Mechanisms
Self – we trust people to follow policy
Community – community drives behaviour
Gate reviews – we check decisions before action
Post hoc review – we adjust decisions later
Audit – independent team check compliance
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28Process governance Feb 2014
In each case, we trade off…
Speed of decision making (favours local)
Situational awareness (favours local / social)
Amount of buy-in (favours social)
Organisational consistency (favours central)
Efficiency of resource use (favours central)
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29Process governance Feb 2014
Witches Fall Cottages
Enable people to exercise judgement
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30Process governance Feb 2014
Keep policy clear and simple
peddhapti
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31Process governance Feb 2014
Articulate organisational objectives
sidibousaid60
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32Process governance Feb 2014
Favour devolved control
Suicine
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33Process governance Feb 2014
Regular cadence; small batches
Lars P.
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34Process governance Feb 2014
cliff1066
Learn from feedback
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35
What happens when…
Process governance Feb 2014
Project Managers say… Business Exec 16%
IT Exec 40%
Product Owner 0%
Project Manager 12%
Policy Unit 24%
Team 4%
Individual 4%
Other 0%
… we ask “Who decides how we organise our forums and collaboration systems?”
Executives say… Business Exec 10%
IT Exec 19% Product Owner 0%
Project Manager 33% Policy Unit/PMO 14%
Team 19% Individual 5%
Other 0%
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36
What happens when…
Process governance Feb 2014
Project Managers say… Business Exec 16%
IT Exec 40%
Product Owner 0%
Project Manager 12%
Policy Unit 24%
Team 4%
Individual 4%
Other 0%
… we ask “Who decides how we organise our forums and collaboration systems?”
Executives say… Business Exec 16%
IT Exec 40%
Product Owner 0%
Project Manager 12%
Policy Unit 24%
Team 4%
Individual 4%
Other 0%
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37Process governance Feb 2014
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38
Dave Snowden
Cynefin
Process governance Feb 2014
I can just decide and do it
We’d assemble a team of experts
We’d need to do an experiment or pilot/prototype
If we need to think about this, we’re in
the wrong place
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39Process governance Feb 2014
Final thoughts
He who forgets history is condemned to repeat it.
Good governance lets you focus energy on decisions, not process
If you don’t define governance up front, you revisit it for every decision
Policy, standards, guidelines support decisions – they’re not primary
All forms of governance (even anarchy & bureaucracy) have a place
But if you don’t actively address it, it decays to inappropriate forms
governance
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41Process governance Feb 2014
Making sense of technology… Many organisations are caught up in the
complexity of technology and systems. This complexity may be inherent to the
technology itself. It may be created by the pace of technology change. Or it may arise from the surrounding process, people and governance structures.
We help untangle this complexity and define business strategies that both can be implemented and will be adopted by people throughout the organisation and its partner network. We then help assure delivery of implementation projects.
Clients… Cisco Worldwide Education – Architecture and research for e-learning and educational systems Council of Europe – Systems for monitoring compliance with international treaties; e-learning systems Dover Harbour Board – Systems and architecture review Intel – Product Lifecycle & team organisation for mobile device development MessageLabs – Architecture and assurance for partner management portal National Savings & Investments – Helped NS&I and BPO partner develop joint IS strategy The Open University – Enterprise architecture, CRM and product development strategies Oxfam – Content management, CRM, e-Commerce, Cloud strategy and procurement Thames Valley Police – Internet Consultancy Sony Computer Entertainment – Global process definition Amnesty International, Endemol, Skype, tsoosayLabs, Vodafone, …
Graham Oakes Ltd