Governance Framework

The Office of Systems Integration (OSI) manages large, complex information technology projects on behalf of other state organizations. Early development and formal agreement upon a governance framework is essential to successful collaboration which crosses the traditional division of authority and responsibility between departments, agencies, and other organizations.

Formal governance agreements must be reached between departments on the objectives, scope of work, decision-making, project management methodology, and roles and responsibilities. Governance Framework components include: a Charter, Governance Plan, Issue and Escalation Process, and Interagency Agreements or Memoranda of Understanding.

In most cases, OSI is solely responsible for managing the project which, by definition, is of limited duration and will deliver specific products and services to the customer. A Project Management governance model is used to help establish and guide the relationships between OSI and the sponsoring departments.

In very rare occasions, the scope of work maybe so broad that multiple department and agencies will be involved in the sponsorship and the work of multiple closely inter-related projects as part of an entire program implementation effort. When a program work effort spans multiple departments responsible for different component projects, a program-level governance framework is needed to overlay the traditional project management model.

In the right column of this page, documentation is provided as a starting point for establishing a project or program governance structure. Again, the need for program governance is rare but the stakes are great and mutual understanding, collaboration and commitment absolutely vital to success.

The figure below, from “The Standard for Program Management – 2nd Edition “(PMI), illustrates the relationship between program management and project management. Early in the life cycle, the program guides and directs the projects on desired goals and benefits. Program leadership also influences the approach for managing the individual projects within it. Later in the life cycle, the projects report to the program on status, risks, changes, costs, issues and other information with program-wide or cross-project implications. 
  Project Governance:
Project Charter
Governance Plan
Issue and Escalation Process
  Program Governance:
WinZip Program Governance Chart (sample)
PDF Program Charter
PDF Governance Plan
PDF Issue and Escalation Process
 Additional Information
References and Further Reading