anarchy is governance too - sep 2013 - geneva group
DESCRIPTION
Slides from my workshop with Advatera's intranet manager group in Geneva, Sep 2013.TRANSCRIPT
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Anarchy is governance too Sep 2013 1
Anarchy is Governance Too
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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
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What happens when…
Anarchy is governance too Sep 2013
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%
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4Anarchy is governance too Sep 2013
Tom Hilton
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Who chooses the development process?
Anarchy is governance too Sep 2013
Complex.Belongs to team plus PM.
Simple (“just do it”).Belongs to team plus exec
“Belongs to me”
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Who allocates resources?
Anarchy is governance too Sep 2013
Project Manager
Anyone but me.
“Belongs to me”
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Is this story ready for implementation?
Anarchy is governance too Sep 2013
Me
Me
Me
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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.
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well-definedgovernance helps
you work more effectively
good
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WordRidden
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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
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bertiemabootoo
Prioritise – focus on decisions that matter
Understand context – how decisions affect objectives
Right Decision
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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
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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
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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
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Stakeholder maps
RACI models
Policies & Standards
Paul Schultz
Process models & scenarios
Governance Models
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Stakeholder maps
KeepSatisfied
ManageClosely
MonitorKeep
Informed
Low High
High
Interest
Po
wer
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Stakeholder maps
from Coakes & Elliman 1999
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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
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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
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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?
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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?
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Governance matrixSet Direction Implement Assure
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
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Governance matrixSet Direction Implement Assure
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
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Governance matrixSet Direction Implement Assure
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
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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?
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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)
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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
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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
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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
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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)
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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
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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
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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. … … … … … …
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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
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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
Anarchy is governance too Sep 2013
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Describe your RACI model 15 mins
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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
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What happens when…
Anarchy is governance too Sep 2013
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%
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Dave Snowden
Cynefin
Anarchy is governance too Sep 2013
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
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What happens when…
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%
… we ask “Who decides how we organise our forums and collaboration systems?”
Project Managers say… Business Exec 10%
IT Exec 19% Product Owner 0%
Project Manager 33% Policy Unit/PMO 14%
Team 19% Individual 5%
Other 0%
Executives say… Programme Dir 10%
IT Exec 19% Product Owner 0%
Project Manager 33% Policy Unit/PMO 14%
Team 19% Individual 5%
Other 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%
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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
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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, …
Graham Oakes Ltd