ABSTRACT
Engineering governance is focused on the control that is present through the hierarchy of the organisation with respect to the engineering function. This chapter discusses some of the ways in which complexity can manifest itself behaviourally, and then discuss ways and means by which these effects can be sequestered, ameliorated, and, in certain situations, quenched. The increase of complexity on the provider’s side has now to be accommodated, and its associated emergent behaviour, additional to that present before, needs to be contained. Several case studies have been executed in different business units, and corroborative work has commenced into other classes of organisation in other domains, to generality of the findings. Some governance mechanisms will already be in existence; design reviews, for example. Others may need to be extended, or developed; appraisals of individuals and their contributions, for example.
