Traditional IT governance typically focuses on a command-and-control, documentation-based approach. Teams are expected to adopt and then follow corporate standards and guidelines, to produce (reasonably) consistent artefacts, and to have those artefacts reviewed and accepted through a “quality gate” process.
IT governance typically addresses areas such as:
The Lean approach has been developed to identify and eliminate waste in processes to improve efficiency and promote effectiveness. The book “Lean Thinking” (Womack & Jones 1996) explains the Lean philosophy using 5 key elements.
The above five Lean IT principles, when adopted as part of the Lean IT Governance approach, lay a foundation for streamlined governance processes and facilitate the prevention of unnecessary activity.
A key challenge is how to maintain good governance, with appropriate oversight and risk coverage, to ensure that investments are well-directed and protected, but without impeding responsiveness or delaying customer value. Thus, IT needs to stream-line and structure its operations in order to create a “Governance” model that is “Lean” in nature.
Lean IT Governance, is a lightweight approach to IT governance that is based on motivating and enabling IT professionals to do what is best for your organisation. Lean IT Governance strives to find lightweight, collaborative strategies to address governance areas. It does this by focusing on risk mitigation, not on artifact generation, by leading people not by commanding them, and by enabling people by making the “right things to do” the “easy things to do”.
By Raja Segaran
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