Chapter 7Governance: Funding Intelligence, Protecting the Results
Key Points and Questions
Governance should be a facilitator of communication, priority, and oversight. If it's seen as a block or a hassle, it's broken. . . . fix it. Like a referee, the best project managers are in the middle of the game, but not noticeable except when needed.
Governance's biggest responsibility should be to review past projects for the business results achieved. This is the only way to validate new business cases.
Change the mindset from one of risk avoidance to seizing opportunity, and governance will be established correctly and deliver:
– Insights during crisis with all stakeholders
– Faster view on capability to leverage competitor mistakes
– Appropriate pricing of goods and services
Never use the term “postmortem” on a project, unless you really want it dead. When a project is delivered, that's when the most important support for adoption and benefits capture begins!
Definitely use post-governance for intelligence projects!
Tighten security. Secure your newfound strategic insights by classifying data and reducing access to a need-to-know basis. Anything connected to the Internet is up for grabs by hackers. Take your most critical data offline.
An Actionable Intelligence Governance Methodology
If you are the leader governing projects or a professional pitching a project, here are some key ...
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