The Governance Playbook
Most governance failures are not caused by a lack of process. They are caused by a lack of honesty.The Governance Playbook is a practical framework for building and running governance that actually works on complex IT transformation programmes. Written by a programme director with over 25 years of experience, it covers everything from structuring your steering committees to managing the politics — and tackles one of the most consistently mishandled challenges in supplier-led programmes: how to give an honest, independent view of delivery status when the client is managing their own reporting upwards.14 steps across 4 parts:Part 1 — Designing the Governance Model What governance is actually for — and how most programmes get it wrong Designing the right forum structure: operational, programme and executive levels Who should own the steering committee — and why "joint" governance creates a vacuum Defining the escalation path before you need it Part 2 — Designing the Reporting Framework Making RAG status mean something — defining it before the programme starts Designing reports that are actually read, matched to the right audience Building and using a dependency tracker — including client dependencies Managing the risk register as a live document, not a compliance exercise Part 3 — Running Effective Steering Committees The pre-meeting: why the most important work happens before the room fills up Making the steering committee make decisions — every time Handling difficult conversations in the right forum Managing the politics: the stakeholder who has already told their board things are fine Part 4 — The Harder Problems Governing across multiple suppliers and third parties Knowing when to escalate, and how to do it properly Case study: IP product implementation, major bankA detailed account of a governance model that failed — client dependencies slipping, a joint steering group with no mechanism for honest supplier reporting, and a delay that came as a complete surprise to the senior client stakeholder. Covers the recovery, the governance redesign, and the single structural change that would have prevented it.Who this is for: Programme directors and senior programme managers on complex IT transformation programmes PMO leads building governance frameworks from scratch Consultants and SI leads managing client governance on supplier-led programmes Anyone who has sat in a steering committee and known that what was being reported did not reflect what was actually happening Format: PDF, instant download.All case studies are anonymised. Client names have been removed throughout
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