engleski

Program Governance and its flip side

The theme of this article is project, program and portfolio governance. The aim is to expose issues and risks of present program and portfolio governance practices and introduce a new Agile Governance approach. Following a brief exposition of organizational ecosystems and its constituent elements (systems, processes and people) where the major issues and risks are exposed, the roles and principles of governance and comparison with management is staged. Governance frameworks are elaborated from the standards and best practices point of view, considering comparisons of The Standard for Portfolio Management Second Ed., The Standard for Program Management-- Third Edition Exposure Draft, The PMBOK® Guide– Fifth Edition Exposure Draft and CoBit 5 respectively, with a further liaison towards the organisational governance framework practices. Within the organisational governance framework leading governing measures and procedural elements are exposed. Major issues of an organisational governance, which strives to ensure alignment of strategy and execution, and poor project, programs and portfolios governance practices are exhibited, and the consequences on outcomes described. Through the exposition of consequences from the existing governing practices, an Agile governance model emerges and explains why an agile enterprise needs an Agile Governance to drive agility across the organization.

Organisational ecosystems ; Governance, Program and Portfolio Governance ; Measurements ; Responsibilities of a Program Manager ; Agile Governance

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