Anarchy is governance too - Oct 2013 - Masterclass at HartmanEVENT
-
Upload
graham-oakes-ltd -
Category
Business
-
view
408 -
download
0
description
Transcript of Anarchy is governance too - Oct 2013 - Masterclass at HartmanEVENT
Anarchy is governance too Oct 2013 1
Anarchy is Governance Too
2
Agenda
Introduction to Governance Tools 30 mins
Exercise - outline 15 mins
- key decisions 45 mins
- RACI models 45 mins
- Present models 30 mins
Governance workshop 10 mins
Close 5 mins
Anarchy is governance too Oct 2013
3
What happens when…
Anarchy is governance too Oct 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%
12Anarchy is governance too Oct 2013
peasapCanned Muffins
Effort on unimportant issues
Defining bespoke processes
Consulting wrong people
Boundary disputes
Revisiting decisions
Miss key perspectives
Overlook info and criteria
Lack time
Panic
No feedback & steering
13Anarchy is governance too Oct 2013
digitalmoneyworld
15Anarchy is governance too Oct 2013
well-definedgovernance helps
you work more effectively
good
16Anarchy is governance too Oct 2013
WordRidden
18Anarchy is governance too Oct 2013
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
Anarchy is governance too Oct 2013 23
Stakeholder maps
RACI models
Policies & Standards
Paul Schultz
Process models & scenarios
Governance Models
24Anarchy is governance too Oct 2013
Stakeholder maps
KeepSatisfied
ManageClosely
MonitorKeep
Informed
Low High
High
Interest
Po
wer
25Anarchy is governance too Oct 2013
Stakeholder maps
from Coakes & Elliman 1999
26
27Anarchy is governance too Oct 2013
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
29Anarchy is governance too Oct 2013
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
30Anarchy is governance too Oct 2013
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?
31Anarchy is governance too Oct 2013
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?
32Anarchy is governance too Oct 2013
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
33Anarchy is governance too Oct 2013
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
34Anarchy is governance too Oct 2013
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
35Anarchy is governance too Oct 2013
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?
36Anarchy is governance too Oct 2013
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)
37Anarchy is governance too Oct 2013
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
38Anarchy is governance too Oct 2013
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
39Anarchy is governance too Oct 2013
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
40Anarchy is governance too Oct 2013
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
Introduction to Governance Tools 30 mins
Exercise - outline 15 mins
- key decisions 45 mins
- RACI models 45 mins
- Present models 30 mins
Governance workshop 10 mins
Close 5 mins
Anarchy is governance too Oct 2013
44
What types of decision do you make as you manage budgets, teams, stakeholders, content, etc?
List 6-8(+) types of decision
Pair up and merge your lists
Write 1 decision per card Write Big 5-7 words per card 1 decision per card
Bring up your 2 most interesting decisions
Bring up 2 decisions that don’t fit these clusters
Any more decisions?
Naming
Anarchy is governance too Oct 2013
47
RACI Models 45 mins Break into 3 teams
Fully-Centralised Fully-Devolved Hybrid – CoE defines standards
Choose a presenter
Define the stakeholders in “your” org
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 Oct 2013
48
Describe your RACI model 15 mins Presenter stays with model, rest of team moves
Present the model, then turn your back and listen
What’s wrong with this model?
Why doesn’t it work?
What other benefits might it have?
Anarchy is governance too Oct 2013
49
Describe your RACI model 15 mins Presenters – describe your model and its Pros & Cons
Anarchy is governance too Oct 2013
50
Agenda
Introduction to Governance Tools 30 mins
Exercise - outline 15 mins
- key decisions 45 mins
- RACI models 45 mins
- Present models 30 mins
Governance workshop 10 mins
Close 5 mins
Anarchy is governance too Oct 2013
51Anarchy is governance too Oct 2013
well-definedgovernance helps
you work more effectively
good
52Anarchy is governance too Oct 2013
53
Dave Snowden
Cynefin
Anarchy is governance too Oct 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
54Anarchy is governance too Oct 2013
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
56Anarchy is governance too Oct 2013
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