Governance Stages
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Process Mgmt
Key questions

Governance Stages

The following figures show how governance should evolve throughout the stages of the project's lifecycle.

Stage 1: Project

bulletOnce a process management role has been agreed, its governance structure must be formalised
bulletIt must have line sponsorship to a party with an executive role, an with oversight by a steering committee
bulletSteering committee to manage the efficiency of the project, and to manage the escalation of issues specific to the project
bulletInter process working parties are required for formal cross participant interaction required to complete the project
bulletOn handover, hierarchies explored in this project phase need to be formalised
bulletHave representatives of the future process management team on the project team to better facilitate handover and knowledge transfer

Stage 2: Line Handover

bulletThe steering committee is no longer required, and will be replaced by direct reporting lines to the owners as defined in the process owner documents
bulletProcess owners will continue to manage the efficiency of the project, and to manage the escalation of issues specific to there business area
bulletThese reporting lines must be solid rather than dotted
bulletInter process working parties will continue to be required for day-to-day areas of formal cross participant interaction as part of the end-to-end process


Stage 3: High Cohesion or Low Coupling

bulletTypically there are a number of participants outside the core, that have some indirect involvement (i.e. the e2e business process goals are not necessarily their goals)
bulletThe following figures show the two ways in which interaction occurs.
bulletThis is either: Direct, or Through proxies
bulletCohesion means that the responsibility for these lies within the overall responsibility of a designated participant
bulletThis means that the complexity of these can be “shielded” from the process management team – making a more manageable process


Example: A Generic Organisation Hierarchy


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This paper has been prepared by Codel Services Ltd to illustrate how structured business modelling can help your organisation. Codel Services Ltd is an IT Consultancy specialising in business modelling. If you would like further information, please contact us at: Deryck Brailsford, Codel Services Ltd, Dale Hill Cottage, Kirby-Le-Soken, Essex CO13 0EN,United Kingdom. Telephone: +44 (0)1255 862354/Mobile: + 44 (0)7710 435227/e-mail: