Governance Stages

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

Stage 1: Project

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

Stage 2: Line Handover

	The steering committee is no longer required, and will be replaced by direct reporting lines to the owners as defined in the process owner documents
	Process owners will continue to manage the efficiency of the project, and to manage the escalation of issues specific to there business area
	These reporting lines must be solid rather than dotted
	Inter 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

	Typically 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)
	The following figures show the two ways in which interaction occurs.
	This is either: Direct, or Through proxies
	Cohesion means that the responsibility for these lies within the overall responsibility of a designated participant
	This 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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