anarchy is governance too - sep 2013 - geneva group

Anarchy is governance too Sep 2013 1

Anarchy is Governance Too

2

Agenda

Introduction- What is Governance? 30 mins

- Governance Tools 15 mins

Exercise- outline 5 mins

- RACI models 45 mins

- Present models 15 mins

Close 10 mins

Anarchy is governance too Sep 2013

3

What happens when…


Project Managers say… Programme Dir 16%

IT Exec 40%

Product Owner 0%

Project Manager 12%

Policy Unit 24%

Team 4%

Individual 4%

Other 0%

… we ask “Who decides how we organise our forums and collaboration systems?”

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%

4Anarchy is governance too Sep 2013

Tom Hilton

7

Who chooses the development process?


Complex.Belongs to team plus PM.

Simple (“just do it”).Belongs to team plus exec

“Belongs to me”

8

Who allocates resources?


Project Manager

Anyone but me.

“Belongs to me”

10

Is this story ready for implementation?


Me

Me

Me


Sarah G…

Most problems don’t arise due to lack of design skills, poor tools, etc. They happen because different groups make conflicting decisions. This is the realm of governance.


well-definedgovernance helps

you work more effectively

good


WordRidden


Institute on Governance (www.iog.ca)

Governance is the process whereby societies or organisations make important decisions, determine

whom they involve and how they render account.

The right people are involved in these

decisions

The right people are involved in these

decisions

They track outcomes & act to improve them

They track outcomes & act to improve them

They follow an acceptable process

(“due process”)

They follow an acceptable process

(“due process”)

We know which decisions matter

We know which decisions matter


bertiemabootoo

Prioritise – focus on decisions that matter

Understand context – how decisions affect objectives

Right Decision


Right People

The US Army

Bring appropriate expertise to bear

Consider all relevant perspectives

People buy in to the outcomes

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


Right Process

Elsie Esq.

Know what to do

Know how to do it

Don’t waste time defining bespoke processes

Don’t get panicked in emergencies

People buy in to outcomes; avoid politicking


leateds

Accountability

Know how we’ll track outcomes

Know how to recognise if off course

Prepared to steer back on course / fix poor decisions

Feed back to improve the decision making process

Don’t make the same mistakes over and over

Anarchy is governance too Sep 2013 23

Stakeholder maps

RACI models

Policies & Standards

Paul Schultz

Process models & scenarios

Governance Models


Stakeholder maps

KeepSatisfied

ManageClosely

MonitorKeep

Informed

Low High

High

Interest

Po

wer


Stakeholder maps

from Coakes & Elliman 1999


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


IT Governance Model

Business Principles

Enterprise / ITArchitecture

IT Infrastructure

IT FinancialDecisions

BusinessApplications

After Weill & Ross 2004

• Business Monarchy

• IT Monarchy

• Feudal

• Federal

• Duopoly• T-shaped• Hub & Spoke


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?


Governance matrixSet 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?



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



Steer- Set priorities- Set resources

Manage- Align resources, goals & standards- Manage people, risks & events

Execute- Build processes & systems

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



Steer- Set priorities- Set resources Overall

objectives StrategyAudit &

assurance policies

Manage- Align resources, goals & standards- Manage people, risks & events

Policies and standards

Planning and execution Peer review

Execute- Build processes & systems Admin and

statusHands-on execution

Technical verification


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?


Governance Options

Who defines policies and standards? Ad hoc – individual units define their own standards Council – members of individual units come together to decide Central – central unit defines standards

Who approves policies and standards? Devolved – whoever defines them is also empowered to approve them Executive – executive body oversees and approves

Who enforces policies and standards? Self – people/units are assumed to follow them (really guidelines) Audit – audit function identifies breaches, for executive to deal with Police – central unit audits and enforces

Who implements policies and standards? Self – people/units implement Central – central support function implements stds (e.g. archivists)


Typical Defining Structures

Definition

Imp

lem

enta

tio

n

Central Devolved

Devolved

Central IM Unit

IM CoEwith Audit

IM Centre ofExcellence

IM Council Anarchy

CentralProcessing Unit


Typical Approval Structures

Central Devolved

Devolved

Central IM Unit

IM CoEwith Audit

IM Centre ofExcellence

IM Council Anarchy

CentralProcessing Unit

Devolved

Executive(e.g. IMCouncil)

Devolved

Executive(inside or

outside unit)

Executive(inside or

outside unit)

Executive(inside or

outside unit)

Executive(inside or

outside unit)Devolved

Definition

Imp

lem

enta

tio

n


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 – independent team check compliance


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 (favours central)

41

Agenda






Close 10 mins


47

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


48

Stakeholders

1. Corporate Executive

2. Head of Marketing / Comms

3. Head of IT

4. Site or Intranet Manager

5. Site or Intranet Team (collective)

6. Each individual member of site or intranet team

7. Each individual across the organisation

8. Specialist function (HR, Legal, etc)

9. Functional manager (Sales, Production, etc)

10. Regional Manager / General Manager

11. … … … … … …

12. … … … … … …


49

Decisions

1. Budget

2. Priorities

3. Resource / Time Balance

4. Site Structure

5. Commissioning

6. Home Page

7. Sections

8. Channel

9. Approval

10. Access


50

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


51

Describe your RACI model 15 mins


52

Agenda






Close 10 mins


53



Project Managers say… Programme Dir 16%

IT Exec 40%

Product Owner 0%

Project Manager 12%

Policy Unit 24%

Team 4%

Individual 4%

Other 0%


Programme Directors say… Programme Dir 10%




Other 0%

55

Dave Snowden

Cynefin


I can just decide and do it

We’d assemble a team of experts

We’d need to do an experiment or pilot/prototype

If we need to think about this, we’re in

the wrong place

56


Anarchy is governance too Oct 2013

Project Managers say… Business Exec 16%

IT Exec 40%

Product Owner 0%

Project Manager 12%

Policy Unit 24%

Team 4%

Individual 4%

Other 0%


Project Managers say… Business Exec 10%




Other 0%

Executives say… Programme Dir 10%




Other 0%

Executives say… Business Exec 10%




Other 0%


Final thoughts

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

governance

Thank you

[email protected]

@GrahamDOakes



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.

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anarchy is governance too - sep 2013 - geneva group

Business

governance matrix

governance tooanarchy

realm of governance

governance tools30 mins

good welldefined governance

track outcomes anarchy

hundreds of decisions

poor decisions