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Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
Governance isn't what you think it is - Unicom - Feb 2014
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Governance isn't what you think it is - Unicom - Feb 2014

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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 …

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.

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  • Collaboration process – how we manage the fuzzy collaborative bits within more structured processes.
  • This isn’t an isolated example. E.g. here’s the software development process in a s/w-intensive org.I’ve been doing some research with teams, especially in the Agile community. Looking at how perceptions of governance vary across their teams, and how this relates to the perceived complexity of the issues they’re dealing with. Still very preliminary.Developer group saw it as complex and a joint responsibility between them and the project manager.    Project Managers saw it as simple and not their problem — they left it for the team & IT exec to decide.  in an organisation, that'd be a recipe for the developers to want to plan some experimentation and expect their PM to support them in doing this, while the PM would just expect the team to make a choice & get on with it
  • Extends up to strategic questions. Here playing out at low level, but culture is fractal – pretty good chance I’d see similar patterns at other levels.Fingerpointing between project manager & devs, with dev managers having a totally different view again…?
  • Pattern – black holes, where no-one dares goGet decision vacuums – decisions just don’t get made. Lots of orgs say they’ve got a problem with making decisions. Often it’s actually a problem of not making decisions!NB having a lot of governance bodies could be a sign of weak governance – lots of groups fighting for their piece of the action, lots of overlaps and gaps…
  • Pattern – everyone goes their own wayInconsistency in decisions – teams go their own way.
  • Pattern – overlaps, fights & fingerpointingWe get a lot offingerpointing – “why aren’t you doing what you’re supposed to do / why are you so slow”. Leads to politicking and blaming.
  • Governance is fuzzy in most orgs. It’s got a bad name, as it’s been captured by the compliance industry – people groan when you mention it; see bureaucracy.Hard to do well – need to consider lots of factors, evolve as org & market change, take overview when overwhelmed with day-to-day detailsPolitical benefits – people with power use fuzziness to keep people off guard & avoid accountability; people without power use fuzziness to push their agendas quietly, etcVendors use title inflation try to sell tools (for GRC, for process management) – replace compliance and management with governanceNet effect is we miss strategic value of governance – get caught up in the weeds of compliance and tracking who did what. (Important, but if you’re focused there, you’re looking backwards, not pushing forwards.)
  • Exacerbated because governance has got a bad name, as it’s been captured by the compliance industry – people groan when you mention it; see bureaucracy.
  • Focus on the right decisions
  • Appropriate expertise is brought to bearConsider the relevant perspectivesPeople buy-in to the outcomesDon’t waste time deciding who to consultDon’t waste time finding the right peopleDon’t waste time agreeing authority levelsDon’t get caught up in politicking & boundary disputesDon’t get derailed from unexpected quarters
  • Know what to do – info to gather, criteria to use, etcKnow how to do it – training, systems, etcPeople buy-in to outcomesDon’t spend time defining bespoke process & criteriaDon’t get panicked in emergenciesDon’t get caught up in politicking
  • Know how we’ll track outcomesKnow how we’ll recognise if we’re off courseKnow how we’ll steer back onto courseHave process, systems, etc, in place to do thisWill feed back in to the decision making processDon’t leave poor decisions uncorrectedDon’t repeat the same mistakes over and over
  • Wastes timePut effort into unimportant decisionsCreating bespoke decision-making processesBring people into decisions that don’t concern themPoliticking and boundary disputesRevisiting decisions that don’t stickLeads to poor decisionsDon’t involve key stakeholdersOverlook key information and criteriaLack of timePanic in emergenciesNo steering
  • How does this relate to management?Governance is about defining who can make which decisions, what are the bounds to their authority. Management is actually making the decisions.
  • How does this apply to process governance? Two layers:Who defines the processesWho makes which decisions as we execute the process – we have lots of decisions
  • How does this apply to process governance? Two layers:Who defines the processesWho makes which decisions as we execute the process – we have lots of decisions
  • A big question in all this is the degree of centralisation…
  • Versus decentralisation…Most governance issues seem to revolve around this – how far to devolve control, how to retain oversight once devolved, …
  • 6 principles / things to think aboutEnable people to exercise judgementKeep policy clear and simple.Articulate organisational objectivesFavour devolved controlRegular cadence; small batchesLearn from feedback
  • 6 principles / things to think aboutEnable people to exercise judgementKeep policy clear and simple.Articulate organisational objectivesFavour devolved controlRegular cadence; small batchesLearn from feedback
  • 6 principles / things to think aboutEnable people to exercise judgementKeep policy clear and simple.Articulate organisational objectivesFavour devolved controlRegular cadence; small batchesLearn from feedback
  • 6 principles / things to think aboutEnable people to exercise judgementKeep policy clear and simple.Articulate organisational objectivesFavour devolved controlRegular cadence; small batchesLearn from feedback
  • 6 principles / things to think aboutEnable people to exercise judgementKeep policy clear and simple.Articulate organisational objectivesFavour devolved controlRegular cadence; small batchesLearn from feedback
  • 6 principles / things to think aboutEnable people to exercise judgementKeep policy clear and simple.Articulate organisational objectivesFavour devolved controlRegular cadence; small batchesLearn from feedback
  • Come back to the initial slide -- Key things is knowing when you’ve got stuff like this … people with different idea of how decisions should be made & who is responsibleFind these and build common understanding, and you’ll make huge impact on governance of most orgsMore detailed stuff should come later – get this basic stuff in place first…
  • Come back to the initial slide -- Key things is knowing when you’ve got stuff like this … people with different idea of how decisions should be made & who is responsibleFind these and build common understanding, and you’ll make huge impact on governance of most orgsMore detailed stuff should come later – get this basic stuff in place first…
  • Who I amIndependent consultantDo 2 things – help set up project (untangle complexity); help keep in touch with what’s going onUnusual perspective on assurancePortfolio of mid-size projects rather than single large programmeDifferent twists, but aligns to where many organisations are at, so will share experienceAgenda
  • Transcript

    • 1. Governance ain’t what you think it is (& it’s probably broken in your company) Process governance Feb 2014 1
    • 2. 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… Business Exec 10% IT Exec 19% Product Owner 0% Project Manager 33% Policy Unit/PMO 14% Team 19% Individual 5% Other 0% Process governance Feb 2014 2
    • 3. Who chooses the development process? Complex. Belongs to team plus PM. “Belongs to me” Process governance Feb 2014 3 Simple (“just do it”). Belongs to team plus exec
    • 4. Who allocates resources? Project Manager “Belongs to me” Process governance Feb 2014 Anyone but me. 4
    • 5. Is this story ready for implementation? Me Me Me Process governance Feb 2014 5
    • 6. Process governance Feb 2014 8 polarjez
    • 7. Process governance Feb 2014 9 Tom Hilton
    • 8. Governance? Process governance Feb 2014 10 WordRidden
    • 9. Process governance Feb 2014 11 Yuval Y
    • 10. 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 Process governance Feb 2014 12
    • 11. Right Decision Understand context – how decisions affect objectives Prioritise – focus on decisions that matter Process governance Feb 2014 13 bertiemabootoo
    • 12. 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 Process governance Feb 2014 14 The US Army
    • 13. Right Process People buy in to outcomes; avoid politicking Don’t get panicked in emergencies Don’t waste time define bespoke processes Know how to do it Know what to do Process governance Feb 2014 15 Elsie Esq.
    • 14. 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 Process governance Feb 2014 16 leateds
    • 15. good well-defined governance helps you make better decisions Process governance Feb 2014 18
    • 16. “Decisions are the essence of management. They’re what managers do” Harvard Business Review, Jan 2006 Process governance Feb 2014 19 amyjane1
    • 17. Process X Responsible Accountable Consulted Informed Process governance Feb 2014 20 arisexpress
    • 18. Decision Point Y Responsible Accountable Consulted Informed Process governance Feb 2014 21 arisexpress
    • 19. Process governance Feb 2014 22 Tamworth Borough
    • 20. Process governance Feb 2014 23 Droax
    • 21. Simple model: the key questions are: Who defines policy? Who approves policy? Who enforces policy? Who implements policy (makes decisions)? Process governance Feb 2014 24
    • 22. Definition & Implementation may split as… Devolved Implementation Centre of Excellence Consultative Council CoE with Audit Outsourced Execution Central Unit Central Process governance Feb 2014 Anarchy Definition 25 Devolved
    • 23. Approval overlays that… Devolved Implementation Devolved IM Council Devolved Anarchy Executive IM Centre of Executive Excellence Executive IM CoE Executive with Audit Central Devolved Processing Unit Central IM Unit Executive Central Process governance Feb 2014 Definition 26 Devolved
    • 24. 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 Process governance Feb 2014 – independent team check compliance 27
    • 25. 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 Process governance Feb 2014 28 (favours central)
    • 26. Enable people to exercise judgement Process governance Feb 2014 29 Witches Fall Cottages
    • 27. Keep policy clear and simple Process governance Feb 2014 30 peddhapti
    • 28. Articulate organisational objectives Process governance Feb 2014 31 sidibousaid60
    • 29. Favour devolved control Process governance Feb 2014 32 Suicine
    • 30. Regular cadence; small batches Process governance Feb 2014 33 Lars P.
    • 31. Learn from feedback Process governance Feb 2014 34 cliff1066
    • 32. 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… Business Exec 10% IT Exec 19% Product Owner 0% Project Manager 33% Policy Unit/PMO 14% Team 19% Individual 5% Other 0% Process governance Feb 2014 35
    • 33. 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… Business Exec IT Exec Product Owner Project Manager Policy Unit Team Individual Other Process governance Feb 2014 36 16% 40% 0% 12% 24% 4% 4% 0%
    • 34. Process governance Feb 2014 37
    • 35. 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 Process governance Feb 2014 the wrong place I can just decide and do it Dave Snowden 38
    • 36. 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 Process governance Feb 2014 39
    • 37. Thank you graham@grahamoakes.co.uk @GrahamDOakes Process governance Feb 2014 40
    • 38. 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, … Process governance Feb 2014 41

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