Chapter 9: Level 4 - Program Governance
Program Governance
This should be interesting — Chess with a twist. You may think you have
a strategy to out whit the other guy but who is that other "other guy" and what
do they have in mind? Playing will entail adjusting and adapting the strategy,
of course all within the principles of fair gamesmanship.
How do I know I am at Level 4?
For Level 4 we have:
- External determinacies, substantively to within a common Corporate purpose.
- An autonomous end user network.
- Authority, illegitimately devolved to a Project Champion level.
Level 4 particulars are summarized in the following table:
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Level 4: Program Governance
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Features:
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• Open System
• External-to-project Determinacy
• Custom Environment
• Dynamic Complexity
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Focus:
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• Delegated Authorities
• Manager Autonomy
• Centralized Mission and Vision
• Centralized Transformation
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Test:
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The extent to which the intended change maps onto the external corporate determinacies.
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Control Point:
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The Mission and Vision are the control point.
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Archetype:
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This corresponds to a "Principles" lowest static baseline.
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Performance Management:
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Proximity to Vision and external determinacies.
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Performance Measurement:
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Balanced Score Card[4]
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Performance Expectation:
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0%
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Success:
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If the mission and Vision are sustainable in regard to the evolving industry
environment, then the initiative will succeed.
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Failure:
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If the mission and Vision are not sustainable, the transformational initiative
will serve to accelerate the corporate demise. The initiative is merely a catalyst
for transformation.
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Resources:
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Nil.
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4. Balanced
Score Card. Balance Score Card Institute: The Balanced Scorecard Institute (BSI)
provides training, certification and consulting services to commercial, government,
and non-profit organizations worldwide. BSI helps clients increase focus on strategy
and results, improve organizational performance by measuring what matters, align
the work people do on a day-to-day basis with strategy, focus on the drivers of
future performance, improve communication of the organization's Vision and Strategy,
and prioritize in tough economic times. (Ref. http://balancedscorecard.org/).
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The
Apollo Example
