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{{DISPLAYTITLE: Enterprise Center of Excellence & Governance}}
== Enterprise Center of Excellence & Governance ==
Enterprise Governance supports the establishment of enterprise-wide concepts in all relevant areas, such methodologies, guidelines, tools, measures and roles for business management. For the most Enterprise Governance is ether found within the Business areas, but should also apply to IT, or modelling concepts such as BPM CoE or Transformation CoE or its concepts is applied within to oversee and manage projects throughout the entire LifeCycle. Ensuring the operation is consistent across the enterprise, reusable, and efficient. The development and maintenance of policy, conventions, and standards for an enterprise-wide Business Modelling approach are main tasks of such a CoE.

Below in Figure 1 is an example of a BPM Center of Excellence which is executed through Enterprise Governance.

[[File:Enterprise Governance CoE Lifecycle.png|thumb|800px|left|alt=Figure 1: Enterprise Governance applied throughout the BPM LifeCycle and done by the BPM CoE.|Figure 1: Enterprise Governance applied throughout the BPM LifeCycle and done by the BPM CoE.]]

Enterprise governance consists of the set of guidelines and resources that an organization uses to facilitate collaboration and communication when it undertakes enterprise process initiatives, such as implementing a new contracts administration process or a new budgeting system.

In this context, there are five basic steps for effective enterprise governance:

'''1. Establish standards''' for implementing new projects. Examples of enterprise standards include:
*Implementation Methodology: Organizations should subscribe to a specific set of their implementation methodologies.
*Modeling Notation: When modeling processes, services, value or even case’s, it is important to standardize how different activities and events should be graphically represented.
*Development Platform: Implementing enterprise-wide project initiatives require organizations to standardize on a set of development concepts and tools.
*Integration Protocols: Enterprise-wide modelling governance typically require tight integration with back-end data and other enterprise systems. It is important to decide early on which integration standards will be used to connect for example processes and services with other internal and external systems.

'''2. Prioritize enterprise-wide projects''' so that you work on the most achievable ones first.
*Level of Complexity: How complex is the proposed project or process? At the beginning of your initiative it is important to establish quick wins. If possible, avoid implementing complex processes first.
*Reach and Impact: How many people will the project or process impact and how much pain is caused by the current process? Initially, priority should be given to project that represent the greatest impact to a small group of users.
*Executive Support: Is the process currently a hot topic in the executive board room? It is important to decide how priority will be given to processes that are widely supported by the executive team.
*Subject Matter Expertise: How well documented is the area of interest; on paper or digital? Priority should be given to enterprise areas that are well documented. You should also consider accessibility to subject matter experts.
*Choosing Improvement areas should follow a selection guideline, which weight each criteria. This will create some level of transparency around how projects are selected for implementation. It is important to gain consensus throughout the organization on the slate of the selection criteria.

'''3. Clearly define the roles''' and responsibilities of everyone involved for any project. At a minimum, responsibilities should be defined for the following roles:
*Executive Sponsor: As outlined in the previous section, the executive sponsor provides high level visibility for the initiative.
*Steward: The steward provides guidance and direction for a particular areas of interest, such as process or service. This is typically the business unit manager or director that realizes a direct benefit or pain as a result of the issue at hand.
*Process Manager: The process manager is the person charged with leading the implementation of a particular business process. This individual is held accountable for the success or failure of deploying the business process.
*Functional Lead: This individual is responsible for leading the functional analysis and requirements gathering. Functional leads oversee discovery sessions with end users and managers, in addition to modeling the function, tasks, process and business rules.
*Technical Lead: The technical lead oversees implementation of technical components of the project. This includes system installation and configuration, application and forms development, and back-end integration.

'''4. Put someone in charge''' with authority to enforce Enterprise Governance rules.
*Executive sponsorship is the single most important ingredient required for successful enterprise governance. Without executive sponsorship, most enterprise-wide governance initiatives lack a decisive voice capable of resolving governance-related conflicts that arise during implementation. Within some organizations, the executive sponsor is a full-time vice president or manager that is accountable to the CEO. However, in most cases the executive sponsor plays a part-time role in addition to his or her regular full-time job duties. With either scenario, the executive sponsor must be empowered to enforce agreed upon governance rules and should have budget authority for governance initiatives.

'''5. Establish a Governance Center of Excellence''' to ensure that steps 1-4 are followed on every initiative. These Centers of Excellence serve as internal practices that support deployment of enterprise-wide governance. Governance Centers of Excellence are usually chartered to accomplish the following objectives:
*Prioritize and Implement Processes: The Center of Excellence works with the executive sponsor and business managers to identify and prioritize governance projects. Process selection guidelines should be developed to help the Governance Center of Excellence rank the governance to be implemented. After governance projects have been prioritized, the Center of Excellence can focus on its primary objective: developing and deploying governance initiatives.
*Maintain the Process Portfolios: This consists of maintaining knowledge and documentation captured for each process. This knowledge is often contained in process requirements documents, training manuals, and project plans. The Center of Excellence is tasked with maintaining these artifacts in a physical library or within a virtual knowledgebase.
*Establish Process Practices: Upon completion of each deployment, the Governance Center of Excellence conducts post-project reviews and identifies lessons learned. These reviews are used to establish leading, or at the very least, best practices that can be applied to future process implementations.
*Evaluate Process Performance: Working with the process steward and executive sponsor, the Center of Excellence periodically evaluates the effectiveness of deployed governance initiatives. Process effectiveness is evaluated based on key performance metrics established prior to process deployment.

Governance Centers of Excellence are growing in popularity as many organizations begin to expand departmental Governance initiatives to encompass the enterprise. Centers of Excellence are most appropriate for organizations looking to deploy three or more governance initiatives that will need to interact with multiple departments. Working closely with the executive sponsor, the Governance Center of Excellence should be assigned responsibility for defining and enforcing enterprise governance rules. Once enterprise governance rules have been established, these rules should be institutionalized and automated by the Center of Excellence.

[[Category: Governance]]

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-{{DISPLAYTITLE: Enterprise Center of Excellence & Governance}}
+{{DISPLAYTITLE: Enterprise Portfolio Management & Governance}}
-== Enterprise Center of Excellence & Governance ==
+== Enterprise Portfolio Management & Governance ==
 Enterprise Governance supports the establishment of enterprise-wide concepts in all relevant areas, such methodologies, guidelines, tools, measures and roles for business management. For the most Enterprise Governance is ether found within the Business areas, but should also apply to IT, or modelling concepts such as BPM CoE or Transformation CoE or its concepts is applied within to oversee and manage projects throughout the entire LifeCycle. Ensuring the operation is consistent across the enterprise, reusable, and efficient. The development and maintenance of policy, conventions, and standards for an enterprise-wide Business Modelling approach are main tasks of such a CoE.

LEAD Reference Content:Enterprise Portfolio Management & Governance - Revision history

Admin at 14:00, 13 January 2017

Admin at 13:07, 13 January 2017

Admin: Created page with "{{DISPLAYTITLE: Enterprise Center of Excellence & Governance}} == Enterprise Center of Excellence & Governance == Enterprise Governance supports the establishment of enterpris..."