Good governance creates a reliable path to decisions. Bad governance creates meetings, forms, and delays without improving the outcome.
Start with decision rights. Define which choices belong with project teams, sponsors, portfolio leaders, or executives. Give each forum a clear purpose, required information, and authority to act.
Scale the review to the consequence of the decision. Routine changes should move quickly. High-cost, high-risk, or cross-functional commitments deserve more evidence and broader accountability.
A governance meeting is complete when the decision, rationale, owner, conditions, and next review point are recorded and communicated.
What portfolio decision or delivery practice would become clearer if ownership, evidence, and the next action were explicit?
Find your bearing. Lead with clarity.Kevin Clement · LucidBearing Leadership