ABSTRACT
With initial approval of your program, you are on your way-that is, until program governance. For major programs, governance cannot be avoided. There are two ways to deal with it. One option is to use it purely as a means to get through the required red tape. The other option is to use it as a platform to gain support for your program and work through related organizational conflict to ensure continued forward momentum. Using the second approach is one of the key differentiators between good program managers and great program managers. A successful program manager takes every opportunity to build relationships and move his or her program forward. This is one of the few times you have a captive audience of executive-level stakeholders, and it should be fully exploited to assist in moving your program forward in a positive and effective manner. Figure 2.1 depicts the different layers of what may be achieved in a governance meeting. A good program manager focuses on the bottom layers, checking off the box and getting all required approvals. This is not good enough. A strong program manager leverages governance reviews to achieve much more. Figure 2.1 illustrates the many layers of what may be achieved through governance. The bottom layer is the absolute minimum, with an outcome of required approvals. The other layers build on top of what is minimally required, with a desired outcome of open dialogue to resolve issues and address rumors, and ultimately achieve management commitments to move your program forward. This chapter dives into how to achieve more than the base layer to turn governance into a useful tool to drive program success.
