Give Governance Some Credit
What you don’t want to do is say the word “governance” in the middle of a project meeting. After you mention it, the energy in the room changes and the temperature seems to drop.
There might also be a few people who sigh, and other attendees who start to ponder just how many additional approval forms are about to materialize. Elsewhere in the building, some printers will even start warming up as if they know what’s happening.
It has a bad reputation, but many will argue that governance has earned that reputation. For anyone with some project history, it brings up images of steering committee meetings that would have been shorter and more productive if the material had been handled through emails. Of status reports that nobody reads, so they accumulate dust or fill up the recycle bin. Of overindulgent approval processes that require signoff from everyone in the department—including the vending machine at the end of the hallway.
Is it any wonder that governance is seen as a hindrance to project success?
The truth is that governance is actually in place to help move projects forward. Good governance practices are supposed to help organizations make better decisions, and do so while improving speed, reducing risks and keeping projects in alignment with business goals. When the system works, governance operates almost unnoticed as it quietly
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"Bad artists always admire each other's work." - Oscar Wilde |




