Business Integrated Governance
Business Integrated Governance (BIG) enables us to manage the journey from Main Board Opportunities, Threats, Imperatives and Goals to Objectives for change, Targets for operation and Challenges for innovation and back again.
We use portfolios to translate Objectives into a roadmap with Change Portfolio Leaders to deliver benefit and strategic attainment with better governance and greater alignment of activity to Objecives and Challenges.
We work alongside Operations Heads working towards their Targets from Busienss Plans and enure our "change" and "run" workstreams are aptly prioritised.
Without a BIG framework, our portfolio, programme and project governance may be more expensive to run and less effective than it could be. It may be dis-integrated from Financial Operations and how Management Teams do resourcing, adopt change and deliver benefits. This will impede our business agility meaning we do the wrong things for too long and take on the right things too slowly. Accountability will be more opaque than necessary, and our overall our strategy outcomes may be less than we plan for. We will be lumbered with a propensity to 'problem solve' rather than manage / avoid business risk as we manage by integrating components more than assuring the integrity of how our governance works.
With a BIG framework, we can expect greater efficiency and effectiveness of oversight, agility to respond to changing environment / opportunities / threats, and greater strategy attainment - with resources / finances allocated to the most important items.
The BIG framework has been developed out of collaboration between several highly respected independent consultants off the back of the ongoing thought leadership from the Public Domain Core P3M Data Club. It provides the wisdom to enable an organisation to benefit form the knowledge emerging from the Core P3M Data Club - from the vision to the approach to deliver it. We do this by offering workshops / training to understand it, to support to develop a business case, to develop a roadmap, improve existing capabilities, support transformation and to assist with sustainment. We can support BIG organisations in every way - with simple advice, to mentoring / guidance, training and full-blown consulting support / programme management.
Here we explain the components, an engagement approach, an introduction to technology enablers and a discussion of first steps.
There are a number of key elements to a BIG model.
Firstly, there is collating understanding of your Organisation Structure and Reporting Lines, and how current workstreams and governance arrangements map onto that (Workstream Mapping) - and in particular - the respective MI/BI needs. It is often the case that we may have a clear Organisation Structure, but a less clear mapping of how current workstreams map into that structure with less clarity on accountabilities. Without full appreciation of accountabilities, who do we ask for MI needs, for what?
From the MI needs we can derive a Data Model for management dashboards that support performance management, forecasting and decision making. We can then prepare the Integration Solution to gather data from our manual data feeds or pre-existing enterprise solutions.
Once clear, we can review / clarify update the Operating Models behind the governance needs and indicate Business Support and Assurance implications.
We are not prescriptive about delivery methods or tools used, except in regard to ensuring that the data for governance emerges at the right time with the right quality from them. This means we can run a portfolio that contains programmes, projects, products, workstreams, and service levels - each of which may have different tools and internal processes.
The last component is Leadership. Without the ability to define a vision, develop a roadmap, to inspire change and secure resources / funding, there is no hope of creating the conditions for Business Integrated Governance or inspiring / driving culture change. Leadership is required through the lifecycle of the initiative (including but not limited to the start) and from a level which can coordinate efforts from and across major business functions. This can be broken down into sponsorship (highest level authority for the initiative), direction (setting and driving the strategy for the sponsor), management (coordinating / enabling / achieving).
With these key components, the BIG approach will deliver better strategy outcomes, greater business agility, increased staff motivation, lower management overhead and efficiency benefits.
Business Integrated Governance is not a "local initiative". It needs busienss wide coordination and collaboration, and is perhaps a sum of a series of coordinated local initiatives.
BIG does not have to be "big bang" - i.e. take for ever and deliver nothing. BIG must be achievalbe, sustainable and deliver benefits. We believe that if you have a vision - your journey to a future state is likely to be smoother with stakeholders and more benefit laden than if you take a step then work out what next with no idea of end game.
We also believe that unless we can identify a burning platform, a compelling opportunity or an inspirational future - we will not get C Suite 'air time' to present the proposition.
The logical approach is to make an Outline Business Case case for a small amount of funding to develop the problem statement / opportunity. This will help us secure funding to develop full busienss case. In preparing Full Busienss Case, we will become clear on vision, higth level design, roadmap and benefits. The roadmap shows what, to who and when. "Broad and Shallow", "Narrow and Deep" - or perhaps somewhere in between?
If we try to scrape together a Full Business Case with no support / resources / time - it won't be very good, and our proposal may be rejected. However, with Full Business Case approval, we can work with an organisation on the key enablers (Governance Model, Data Model, Support Arangements) to prepare for benefit delivery.
With the enablers in place, we can become more agile in our delivery, and work through the objectives we set and refine them as we learn. We must think about adoption and sustainment resources. We must plan benefit realisation, see benefits, and promote them if we are to continue through each tranche of delivery.
Delivery of enablers / capability is one thing, attaining behaviour change is another. Culture is defined as the ideas, customs, and social behaviour around our work. It's norms, habits, idiosyncrasies, preferences, likes and dislikes. Some elements are good, some are bad. For BIG, we must develop aspects of our culture. Some aspects will change, and some will be new. So while we work on the BIG mechanisms, we also need to work on internalisation of the behaviour and attitude implications too, so that the BIG model is not something adopted and complied with – it becomes “how we do things around here”.
To do this we need vision, leadership, motivation, engagement, persuasion, incentive, support, reward / consequences and recognition. So, while our engagement model does have Adoption and sustainment workstreams – it will also have a softer, culture development workstream too.
Business Integrated Governance is focused on the governance, the dashboards and reports needed, and therefore the data underpinning it. You may already have diverse technology solutions, but just need the essential governance data pulled together?
Our experts can understand your current data framework and Business Intelligence strategies, map out what you have where and provide a BIG data / integration solution. We do not espouse large system implementation or integrations – we believe that we should allow tools / methods of choice to be used on the proviso that we can pull governance data together – and from spreadsheets if necessary.
We can work with your existing suppliers, provide expertise, and engage our data and integration partners to arrive at a technology solution that meets your BIG needs.
That said - we are currently working with people to create Core P3M Data Model PoCs (for a number of technology scenarios) which have:
- a standard data model to aggregate your P3M (and related) data around
- a COTS integration tool - to enable you to link your existing data sources to the data model via configuration not customisation
- ability to configure loading of enterprise reference data / my specific coding schemes etc.
- standard reports - orientated around the MI definitions in the Core P3M Data Club outputs.
For an introduction to the Technology service, there is a Slideshow with more information here (play me).
We understand that some organisations have depth of expertise and experience within them and do not need Management / P3M Consultants. Instead they would like to learn more about the work of the Core P3M Data Club and would like to implement it for themselves.
We encourage people to join the club, and to network and add value to the community. To date, 61 people have contributed, and the more that do, the better the materials will be.
All the released material is on-line and there is a lot more that is in development or just not published that enrich and exemplify what has been released.
A good way to quickly assimilate the Core P3M Data Club outputs and the Business Integrated (P3M) Governance principles is to run an internal workshop attended by one of our trainers / consultants. Not only can all the relevant material be covered, but its application can be discussed too.
Sessions of 1-5 days are available, depending on the depth of material coverage and application ideation support needed.
These very much depend on who you are, where you sit in the organisation, the problem you have or the desirability of your vision and benefits.
Some stakeholder groups will:
- be at a level to mobilise finance / resources, and to inspire (or coerce!) stakeholders into collaborating.
- be at a level to mobilise some finance / resources, and to inspire some stakeholders into collaborating.
- not have finance / resources but may be able to inspire some stakeholders into collaborating.
The trouble begins when you have several / many groups in the third category, and the ecosystem is then a mish mash of partial solutions in protected domains. You may be at the top of that slippery slope – or nearer the bottom. Being near the top means a solution is perhaps reasonably achievable, being near the bottom may mean a holistic solution will be really difficult – and a senior sponsor may not want to take that on.
Hence, whoever you are – we propose the following early steps
1. Stakeholder engagement. Who has a problem solved by or a goal / interest in the BIG vision?
2. Viable vision. Can we persuade stakeholders that the BIG vision will help them?
3. Current State. What are the risks we see threatening achievability of the vision?
If you can't fund / do this small assignment - then the only possibility you have is yet another tactical approach that we suggested above was not helpful!
Outcome from this assignment: Stakeholders on board, outline vision and feasibility agreed. Budget for proper business case set aside.
The Core P3M Data Club has nearly 200 members and it is still growing. The fundamental material it created was worked on or reviewed or advised by 61 people.
Within this group, some relationships formed between people who want to help organisations adapt and adopt the Core P3M Data Model and its related Business Integrated Governance Model.
Within this group there are company chairmen, directors, portfolio management consultants, management consultants, people specialists, Project / Programme Management consultants, transformation / change consultants, trainers, solution architects and developers.
Between us we can diagnose issues, condense opportunities, shape vision, build business cases and roadmaps, run engagements, consult on governance design, adapt existing toolsets / good practice, select toolsets, build / integrate technology solutions, set up support functions, mentor / guide.
Most of all, we enable our clients to connect from strategy to delivery and back again, devise effective and efficient governance / operating models, achieve measurable business agility and deliver more and better outcomes in harmony with business operation.
We are all happy to work on a joined up programme to deliver change / benefits / objective realisation, to provide specialist support in our areas of expertise or coach / mentor your people.