As previously mentioned, governance is the establishment of the following:
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Chains of responsibility to empower people.
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Measurement to gauge effectiveness.
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Policies to guide the enterprise to meet their goals.
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Control mechanisms to ensure compliance.
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Communication to keep all required parties informed.
Below are some of the responsibilities of the Governance Board:
These responsibilities are part of providing governance for asset management activities, and can be categorized
according to the definition of governance, as shown below.
Asset Governance Board responsibilities for chains of responsibilities include:
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Defining asset review workflows
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Defining asset procurement workflows
Asset Governance Board responsibilities for measurement include:
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Defining metrics to track
Asset Governance Board responsibilities for policies include:
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Defining asset rules and policies
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Defining asset types
Asset Governance Board responsibilities for control mechanisms include:
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Participating in Review Boards and asset reviews
Asset Governance Board responsibilities for communication include:
Scope of Asset Governance Board
In principle, the scope of this board should match the scope of the asset reuse effort in the enterprise. In general,
you should keep the scope of the asset reuse effort small initially, and then expand it as lessons are learned. If the
reuse effort is scoped to a particular project, or team, or division, then the governance board should align with that
in terms of executing their responsibilities.
It is possible to have multiple governance boards with varying degrees of focus, splitting up the responsibilities
across several boards. For example, you might have an oversight governance board for establishing policies for the
enterprise, with division-level governance boards to specify the governance for that particular division, as shown in
the image below.
Governance boards can also be aligned on functional purpose rather than on organization boundaries. For example, if an
enterprise decides to build their reuse program scope at the division level, meaning the reuse is scoped within each
division but not across division boundaries. The enterprise might create one governance board focused on asset
specifications and all of the approvals, reviews, and measurements associated with that. This helps to protect the
enterprise's financial responsibilities, meaning that no assets will be produced and supported which have not passed
this specification governance board. A second governance board could then be created to focus on asset implementation,
testing, and validation, as shown below.
Membership of Asset Governance Board
The scope of the governance board has direct impact on who the members should be. In general, the membership can be
included as part of a person's other job responsibilities. However, the level of effort on the board will increase and
decrease over time. More time is typically required at the beginning when the board is being created and the board
is creating policies and other artifacts.
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