Big Picture Governance

Kenneth has 14 years of healthcare experience in government and private industry. Over eight years of experience managing healthcare IT projects, operations, contracts, and personnel. His work experience includes project management, contracts and procurements, data analysis, claims adjudication, business writing, and business process modeling. Kenneth was certified in 2006 as a Project Management Professional.

The project manager has enough on his plate just working on the project. But oftentimes, the project manager will also have to deal with a governance committee that meets on a regular basis and spends its time questioning everything that has happened on the project--and every decision that has been made by the PM and the project team. The stress of dealing with this group of stakeholders--on top of the stress of just managing a project that has a normal host of issues and problems--can quickly cause the word “governance” to become a four-letter word, something to be dreaded and worried over, something that causes gnashing of teeth and stressing over PowerPoint slides.

But the viewpoint of the governance committee is that it is there to help the project manager (at least one will certainly hope that is the viewpoint). The disconnect between these differing viewpoints often comes from ineffective communication on both sides. The project manager is too busy to pay attention to what the stakeholders need on the governance committee, and the governance committee is too interested in the details instead of what is really going on in the project. The project manager should be working to establish a good relationship with the governance committee--and make it helpful to the project instead of just another stressful four-letter word that must be dealt with.

The …

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I don't have a good apartment for an intervention. The furniture, it's very non-confrontational.

- Jerry Seinfeld