Involving Governance Stakeholders (Part 2)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

  Communications Management   Governance   Requirements Management  

Governance stakeholders can bring your project to a halt at any time. In Part 1, the example illustrated a situation where a project was stopped near the end before going into production due to a regulatory issue. That kind of event wears down your typical project manager.

The example here describes a situation where the governance issue arises near the end of requirements gathering. The ideas for you to resolve similar situations include a more detailed description of how to involve governance stakeholders early. This is not a trivial matter. Many governance stakeholders are ill-prepared for the interactions necessary early in your project. They are used to governing, not project planning and defining.

Situation 2: Requirements Revelation
Chet is leading a project where requirements bring about major issues when reviewed by Risk Management near the end of the requirements-gathering phase. Chet’s project is making major changes to an application for internal users automating a host of manual tasks. To complicate matters, the risk management group has recently grown in power as enterprise risk has become a high priority throughout Chet’s industry. Like other governance stakeholder groups, historically they have been engaged after changes have gone into production. Expectations are different now.

The Problem as Seen through Stakeholders’ Eyes: …

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