Note the two components of governance mechanisms I listed in the previous chapter: roles, committees, teams, and formalized processes. What I have personally witnessed is most organizations invest the lion's share if not all of their IT governance attention on the roles, committees and teams—the relationships of the organization. They target decision areas and assign decision-making accountability. They establish all sorts of committees and teams, such as the IT Governance Committee, IT Steering Committee, Architecture Planning and Review Team, Risk and Compliance Team, Project Review Team, and so forth.
This means IT governance constructs (for most organizations) simply consist of