Slides from my workshop with Advatera's intranet manager group in Geneva, Sep 2013.

1. Anarchy is Governance Too
Anarchy is governance too
Sep 2013
1

2. Agenda
 Introduction
- What is Governance?
- Governance Tools
30 mins
15 mins
 Exercise
- outline
5 mins
- RACI models
45 mins
- Present models
15 mins
 Close
Anarchy is governance too
Sep 2013
10 mins
2

3. What happens when…
… we ask “Who decides how we organise our forums
and collaboration systems?”
Project Managers say…
Programme Dir
IT Exec
Product Owner
Project Manager
Policy Unit
Team
Individual
Other
16%
40%
0%
12%
24%
4%
4%
0%
Programme Directors say…
Programme Dir 10%
IT Exec 19%
Product Owner 0%
Project Manager 33%
Policy Unit/PMO 14%
Team 19%
Individual 5%
Other 0%
Anarchy is governance too
Sep 2013
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4. Anarchy is governance too
Sep 2013
4
Tom Hilton

5. Who chooses the development process?
Complex.
Belongs to team plus PM.
“Belongs to me”
Anarchy is governance too
Sep 2013
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Simple (“just do it”).
Belongs to team plus exec

6. Who allocates resources?
Project Manager
“Belongs to me”
Anarchy is governance too
Sep 2013
Anyone but me.
8

7. Is this story ready for implementation?
Me
Me
Me
Anarchy is governance too
Sep 2013
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8. Most problems don’t arise due to lack of design
skills, poor tools, etc. They happen because
different groups make conflicting decisions.
Anarchy is governance too
This is the realm of governance.
Sep 2013
11
Sarah G…

9. good
well-defined
governance helps
you work more
effectively
Anarchy is governance too
Sep 2013
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10. Anarchy is governance too
Sep 2013
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WordRidden

11. Institute on Governance (www.iog.ca)
They follow an
acceptable process
(“due process”)
We know which
decisions matter
Governance is the process whereby societies or
organisations make important decisions, determine
whom they involve and how they render account.
They track outcomes &
act to improve them
The right people are
involved in these
decisions
Anarchy is governance too
Sep 2013
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12. Right Decision
Understand context – how decisions affect objectives
Prioritise – focus on decisions that matter
Anarchy is governance too
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bertiemabootoo

13. Right People
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
People buy in to the outcomes
Consider all relevant perspectives
Bring appropriate expertise to bear
Anarchy is governance too
Sep 2013
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The US Army

14. Right Process
People buy in to outcomes; avoid politicking
Don’t get panicked in emergencies
Don’t waste time defining bespoke processes
Know how to do it
Know what to do
Anarchy is governance too
Sep 2013
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Elsie Esq.

15. Accountability
Don’t make the same mistakes over and over
Feed back to improve the decision making process
Prepared to steer back on course / fix poor decisions
Know how to recognise if off course
Know how we’ll track outcomes
Anarchy is governance too
Sep 2013
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leateds

16. Stakeholder
maps
Process models
& scenarios
RACI models
Policies &
Standards
Governance
Models
Anarchy is governance too
Sep 2013
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Paul Schultz

17. Stakeholder maps
High
Manage
Closely
Monitor
Keep
Informed
Power
Keep
Satisfied
Low
Anarchy is governance too
Sep 2013
Interest
24
High

18. Stakeholder maps
from Coakes & Elliman 1999
Anarchy is governance too
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19. Anarchy is governance too
Sep 2013
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20. RACI models
 Responsible
- who makes the decision?
 Accountable
- who is accountable (e.g. signs off)?
 Consulted
- who needs to be consulted?
 Informed
- who needs to be informed?
 Typically tabulated against process model or scenario
 By RACI, or
 By role
Anarchy is governance too
Sep 2013
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21. IT Governance Model
• Business Monarchy
• IT Monarchy
• Feudal
Business Principles
• Federal
• Duopoly
IT Infrastructure
Enterprise / IT
Architecture
• T-shaped
• Hub & Spoke
IT Financial
Decisions
Business
Applications
After Weill & Ross 2004
Anarchy is governance too
Sep 2013
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22. Governance matrix
Three Key Types of Decision
Who decides what we’re going to do?
Who decides how we’re going to do it?
How do we know whether we’re doing what we
(claim to have) set out to do?
Anarchy is governance too
Sep 2013
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23. Governance matrix
Set Direction
Implement
Assure
Three Key Types of Decision
Who decides what we’re going to do?
Who decides how we’re going to do it?
How do we know whether we’re doing what we
(claim to have) set out to do?
Anarchy is governance too
Sep 2013
31

24. Governance matrix
Set Direction
Implement
Assure
Three Levels of Decision Making
Executive
– organisational objectives / strategy
Management
– departmental execution of strategy
Day-to-day
– people make hundreds of decisions
in their daily work
Anarchy is governance too
Sep 2013
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25. Governance matrix
Set Direction
Implement
Assure
Steer
- Set priorities
- Set resources
Manage
- Align resources,
goals & standards
- Manage people,
risks & events
Execute
Three Levels of Decision Making
Executive
– organisational objectives / strategy
Management
– departmental execution of strategy
Day-to-day
– people make hundreds of decisions
in their daily work
- Build processes
& systems
Anarchy is governance too
Sep 2013
33

26. Governance matrix
Set Direction
Implement
Assure
Overall
objectives
Strategy
Audit &
assurance
policies
Policies and
standards
Planning and
execution
Peer review
Admin and
status
Hands-on
execution
Technical
verification
Steer
- Set priorities
- Set resources
Manage
- Align resources,
goals & standards
- Manage people,
risks & events
Execute
- Build processes
& systems
Anarchy is governance too
Sep 2013
34

27. Simple model: the key questions are:
 Who defines policies and standards?
 Who approves policies and standards?
 Who enforces policies and standards?
 Who implements policies and standards?
Anarchy is governance too
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28. Governance Options
 Who defines policies and standards?
 Ad hoc
 Council
 Central
– individual units define their own standards
– members of individual units come together to decide
– central unit defines standards
 Who approves policies and standards?
 Devolved
 Executive
– whoever defines them is also empowered to approve them
– executive body oversees and approves
 Who enforces policies and standards?
 Self
 Audit
 Police
– people/units are assumed to follow them (really guidelines)
– audit function identifies breaches, for executive to deal with
– central unit audits and enforces
 Who implements policies and standards?
 Self
 Central
– people/units implement
– central support function implements stds (e.g. archivists)
Anarchy is governance too
Sep 2013
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29. Typical Defining Structures
Devolved
Implementation
IM Centre of
Excellence
IM Council
Anarchy
IM CoE
with Audit
Central
Processing Unit
Central IM Unit
Central
Anarchy is governance too
Sep 2013
Definition
37
Devolved

30. Typical Approval Structures
Devolved
Implementation
Executive
IM Centre of
(inside or
Excellence
outside unit)
Devolved
IM Council
Executive
(inside or
outside unit)
Devolved
Anarchy
Executive
(e.g. IM
Council)
Executive
IM CoE
(inside or
with Audit
outside unit)
Executive
Central IMor
(inside Unit
outside unit)
Central
Anarchy is governance too
Sep 2013
Central
Devolved
Processing Unit
Definition
38
Devolved

31. 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
Anarchy is governance too
Sep 2013
– independent team check compliance
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32. 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
Anarchy is governance too
Sep 2013
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(favours central)

33. Agenda
 Introduction
- What is Governance?
- Governance Tools
30 mins
15 mins
 Exercise
- outline
5 mins
- RACI models
45 mins
- Present models
15 mins
 Close
Anarchy is governance too
Sep 2013
10 mins
41

34. RACI Models
45 mins
 Break into 3 teams
 Fully-Centralised
 Fully-Devolved
 Hybrid – CoE defines standards
 Choose a presenter
 Fill in the RACI model posters – R / A for each cell
 Prepare a 3 min presentation describing your model and
its pros and cons
Anarchy is governance too
Sep 2013
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35. Stakeholders
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Corporate Executive
Head of Marketing / Comms
Head of IT
Site or Intranet Manager
Site or Intranet Team (collective)
Each individual member of site or intranet team
Each individual across the organisation
Specialist function (HR, Legal, etc)
Functional manager (Sales, Production, etc)
Regional Manager / General Manager
………………
………………
Anarchy is governance too
Sep 2013
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36. Decisions
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Budget
Priorities
Resource / Time Balance
Site Structure
Commissioning
Home Page
Sections
Channel
Approval
Access
Anarchy is governance too
Sep 2013
49

37. RACI Models
45 mins
 Break into 3 teams
 Fully-Centralised
 Fully-Devolved
 Hybrid – CoE defines standards
 Choose a presenter
 Fill in the RACI model posters – R / A for each cell
 Prepare a 3 min presentation describing your model and
its pros and cons
Anarchy is governance too
Sep 2013
50

38. Describe your RACI model
Anarchy is governance too
Sep 2013
51
15 mins

39. Agenda
 Introduction
- What is Governance?
- Governance Tools
30 mins
15 mins
 Exercise
- outline
5 mins
- RACI models
45 mins
- Present models
15 mins
 Close
Anarchy is governance too
Sep 2013
10 mins
52

40. What happens when…
… we ask “Who decides how we organise our forums
and collaboration systems?”
Project Managers say…
Programme Dir
IT Exec
Product Owner
Project Manager
Policy Unit
Team
Individual
Other
16%
40%
0%
12%
24%
4%
4%
0%
Programme Directors say…
Programme Dir 10%
IT Exec 19%
Product Owner 0%
Project Manager 33%
Policy Unit/PMO 14%
Team 19%
Individual 5%
Other 0%
Anarchy is governance too
Sep 2013
53

41. Anarchy is governance too
Sep 2013
54

42. We’d need to do
an experiment or
pilot/prototype
Cynefin
We’d assemble a team of
experts
If we need to think
about this, we’re in
Anarchy is governance too
Sep 2013
the wrong place
I can just decide and do it
Dave Snowden
55

43. What happens when…
… we ask “Who decides how we organise our forums
and collaboration systems?”
Project Managers say…
Business Exec
IT Exec
Product Owner
Project Manager
Policy Unit
Team
Individual
Other
16%
40%
0%
12%
24%
4%
4%
0%
Executives say…
Programme Dir 10%
IT Exec 19%
Product Owner 0%
Project Manager 33%
Policy Unit/PMO 14%
Team 19%
Individual 5%
Anarchy is governance too
Other 0%
Oct 2013
Project Managers say…
Business Exec 10%
IT Exec 19%
Product Owner 0%
Project Manager 33%
Policy Unit/PMO 14%
Team 19%
Individual 5%
Other 0%
Executives say…
Business Exec 10%
IT Exec 19%
Product Owner 0%
Project Manager 33%
Policy Unit/PMO 14%
Team 19%
Individual 5%
56
Other 0%

44. Final thoughts
governance
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
The price of liberty is eternal vigilance.
good decision making
Anarchy is governance too
Sep 2013
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45. Thank you
graham@grahamoakes.co.uk
@GrahamDOakes
Anarchy is governance too
Sep 2013
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46. Graham Oakes Ltd
 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, …
Anarchy is governance too
Sep 2013
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