Every failure project comes up with bad marks on governance

I will certainly not claim that a project is always successful if the governance is properly setup and executed. But it is very remarkable that most if not all research shows that (the lack of) governance was at least one of the causes of failure...

In one of my previous blogs I already mentioned the importance of knowing what you agreed contractually including any added joint agreements during execution. This is basically the foundation for the client expectation. It should keep both sides away from derailing and jeopardizing completion of a successful project.

To me, a proper governance model is crucial to keep the communication at all times and at all levels aligned and to ensure all involved understand their role, their responsibilities and what is expected from them in its progress, and adapt if so needed or desired to complete the jointly agreed outcome.

What do I expect from a proper installed governance model as a contractor?

• Must be multi levelled. Start at the highest level from the moment of signing (=celebration and confirmation of ao. a mutually agreed governance model for all levels). Usually beginning at CxO level. If this (highest) governance level is moved to delegated sponsors (business and IT) I strongly suggest that you press for a planned and regular get-together between the signing authorities of you as a contractor and your client. It is not unusual that the reporting of delegates to their management suffers from selective memory. And second, if this highest level is excluded, there is mostly a reason and not for the good. Do not accept!
• For you as a contractor ensure to "Manage client expectation" in every debate on every level. Timely escalate. Escalations follow the governance levels. Some decisions can only be made by the signing authorities from both companies and their awareness throughout the project is needed to speed up the decisions if and when needed.
• Formal regular and scheduled meetings with a predefined and agreed attendance at all governance levels. Ensure proper synchronization. Obviously, it is of no use to schedule highest level meetings just before any major program management, but that also applies to all other levels. Make sure the order in which they are scheduled makes sense.
• Every meeting follows a clear upfront defined structure. Minutes and actions are recorded, agreed and followed. Preferably you as a contractor should make the minutes. Only spent the time needed. If needed, online sessions are ok to a certain degree, but pls ensure only those that are invited are taking part...
• Stick to the plan. Measure progress against plan with mutual consent. Use measures that make sense and can be traced back. If none are available, define them, because measure on gut feel is equal to no measure at all.
• In our Rhine model (vs the Anglo Saxon world) it is challenging to build consensus with stakeholders in formal settings on complex topics. Too much brainstorming within formal governance settings is inefficient anyway. Such settings are tricky to end up with win-win decisions. Therefore it is useful to warm up decisions or difficult steps forward (replacing people in teams, realigning the approach, changing scope, ...) in advanced discrete settings. Depending on size and strategic importance it could be very useful to maintain an open and informal interaction specifically on the level of sponsors to warm up difficult decisions and keep both sides focussed. For example to let difficult to handle consequences be dealt with in their own organization without the need for extensive and frustrating formal debates that would lead to the same action anyway.
• Know your contract and (added) agreements. And of course as I stated in a previous blog on this important topic, not remembering all, and unsure of a statement made by one of the other participants, always ask the question "where is stated or agreed what you bring up?". If the answer is not conclusive, let it so be noted. What you do not challenge will be viewed as acceptance. In all of my own experience I continued to be amazed about the amount of times I was challenged because of topic not agreed or just thought of.
• Celebrate! Preferably as a joint team, client and contractor. Obviously, it will be very dependent of size and duration, and celebration can be done based on milestones or success defined based on other defined metrics. But it is important if not crucial that success is celebrated. Of course celebrations are triggered out of formal governance settings.
• Last but not least, communicate! Part of a proper governance model is also the communication protocol. Ensure there is a clear internal and external communication plan in place that is agreed and monitored throughout the project life cycle and beyond. 

Of course, there are more elements that are relevant if not crucial to include in a proper governance model. Many of those points are a very obvious part of good program and project management practice anyway.

A proper governance model is not a guarantee for a successful project, but it certainly makes your chances much higher to end up with a client, who wants to continue working with you. Even when a project suffers from having severe escalations and major issues... It is not the issues you have to deal with that judges you, it is the way you deal with them...