In speaking to a group of I/T executives this week, I suggested a few tips on improving their governance process. I suggested that they find ways to make it "fun." One of the audience members said something to the effect of "if you have any suggestions on how to do that, we'd like to hear them." That, of course, brought ripples of laughter.
As I thought of that question during the course of this week, I recalled some techniques that were effective, and sometimes fun, in managing governance of a major business initiative and division financial reporting that directly affected the bottom line. While they may seem a bit different from governance meetings and processes, I recommend that you consider adapting similar strategies for the governance of I/T.
The first example was a tracking mechanism of status for a major acquisition initiative. The company itself used a "stoplight" method of reporting status to the executive staff. I remember applauding the I/T consultant managing the transformation team for adapting the same reporting scheme. It wasn't long before we started getting calls a couple of days before the status meetings to ask the "color" we would be reporting for particular departments. They didn't want a report of anything other than green! We lightened the tone of the meetings by giving out small awards for delivery over and above or for ideas for solutions to complex issues.
The second example is somewhat similar in nature. The new executive in charge for a privately owned company with multiple divisions simply began distributing financial results for all divisions to their leaders. The numbers themselves led to a spirit of competition and financial results began to steadily improve.
Contrast these examples to others I've witnessed, and participated in, where managers require reporting and tracking but it's loosely administered. That approach results in a spirit of contention, criticism and loss of respect and, ultimately, lack of meaningful participation.
The Google culture of innovation says, "Data is apolitical." Create metrics in which the numbers and results speak for themselves. Combine the meetings and reporting of results with healthy competition, recognition and reward to create the tone and participation you want to achieve. Educate everyone on the benefits and contribution to ROI from governance.
If you have ideas, or have participated in highly effective (and fun would be nice) governance processes, please send us your examples. Check out the well-written blog post on SOA governance at: http://www.infoq.com/articles/governance-gernot-starke
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