1.2. About this book
This book is a guide to implementing and working with system governance, and gaining the value that the techniques can bring.
The core of the book is Chapter 4, System governance processes. This presents two sets of processes: startup processes to implement system governance; and ongoing processes to continue to use and improve system governance.
To support the processes, Chapter 2, System governance roles and responsibilities suggests some of the roles that are required to gain the most value from system governance, and the responsibilities those roles should take. Chapter 3, System governance tools and techniques describes tools and techniques to support system governance. It may be useful to read these chapters before reading the chapter on processes.
The appendices contain resources to support the processes.
- Appendix A, System governance reports provides templates for standard reports.
- Appendix B, Example reports provides examples of the most important reports.
- Appendix C, System governance meetings provides agendas for standard meetings.
- Appendix D, System governance training gives an outline of the training needed to support system governance.
- Appendix E, Cross reference summarises how the process, roles, techniques, reports, agendas and training all relate.
Many organisations will want to tailor the guidance to meet their particular requirements and preferences, and can consider the guidance in this book as a starting point.
The remainder of this introduction provides background information:
- Section 1.3, Uses of system governance describes where system governance can be used, and the benefits that it brings.
- Section 1.4, Principles of system governance describes the principles of system governance.
This book presents system governance as a formal collection of techniques because large-scale system governance requires this formality. You can start using system governance less formally, without defined processes. This book will help when you want to implement system governance as a more formal activity within the organisation.