Unlike the Development and Operations organizations, Governance is a functional role, not a position. People throughout the IT organization perform governance roles. The Governance organization is little more than a collection of committees.
The most obvious and common of the committees is the Change Advisory Board (CAB) responsible for approving the changes to production systems. This group should be led by Release Management and include the proposers of changes along with those impacted by the change. Typically, the group has a set of fixed members from infrastructure and PMO along with temporary invitees reflecting the drivers for the change and the other affected parties.
The Enterprise Architecture Oversight Committee (EAOC) is lead by the chief architect or CTO and includes the leadership of all development and infrastructure groups. This group is charged with maintaining the list of approved/acceptable technologies within the company and vets any proposed new technology – ensuring that they are both supportable and support the strategic direction of the company.
Another governance group is the Process Improvement Committee (PIC). This team is responsible for defining, producing, and responding to all IT performance metrics for Development and Infrastructure, using this information to define Service Level Agreements and Operating Level Agreements (SLA/OLA) and any process improvement initiatives. This is the natural home for Six Sigma methodologies and projects (Yes, Six Sigma can be applied to IT). Once identified, process improvement projects are passed to the Portfolio Management group.
The Project Governance group (PG), led by the head of the Project Management group, arbitrates all project conflicts ensuring that projects are prioritized and resourced at the company level. Another key function of this team is to spot when one silo within the business is taking action that will either conflict with or potentially enhance the operations of another. Significant project timeline and cost risks are directed at this group for resolution or mitigation. Out of this resolution, problems requiring Process Improvement focus will be surfaced and referred to PIC.
The final committee in the Governance arena is the Strategic Planning Committee (SP). This might be chaired by either or both of the CTO and the leader of Portfolio Management. The group uses the roadmaps of all the business units and corporate executives as input to define the IT roadmap for the next 2 years, adjusted at each quarterly meeting.