Establish Governance

Your project team should embrace a formal, multi-level governance process to keep the project on track. Once the governance structure has been agreed upon, it is important to maintain the discipline of one common business and technical governance model, to reduce confusion of who is in charge and who plays what role on the project. In this context, functional titles become less important.


As you finalize preparations to move to the next Build Phase of the project, you initiate the regular Governance cadences you defined and agreed upon. These meetings identify, resolve and escalate issues as appropriate, with an emphasis on resolution at the lowest possible level.

Typically these are structured as:

  • Project Level Meetings – involves your team working on the project full time (especially the Product Owner) for approximately 15 minutes each day. The meeting focuses on work done, work to be done and any blockers. It does not attempt to fix problems within the session as that would take time from everyone present, but flags problems for later discussion with a smaller and relevant subset of people – usually immediately after the meeting.
  • Cross-Department Meetings – involves your project senior staff/team leads and typically focuses on how the overall progress is tracking, especially how the Pega enablement of your team is progressing.
  • Program Sponsor – typically held every 2-4 weeks and involves your sponsor, Product Owner, project manager plus any other project leads. The review focuses on any issues escalated from the previous lower level meetings and how the overall project is tracking.
  • Corporate – a periodic account level meeting to review interactions between the respective companies.


There may be other Governance meetings which may be created, for example, a dedicated technical Governance meeting where application quality in guardrail, testing and defect review, status of testing automation and other similar technical topics are reviewed. There may be program level Governance meetings, if this project is part of a broader program, where team velocity, quality, team productivity, integration related issues and other program level items are discussed.


When the Governance model is well planned and executed, the project team will benefit from expedited decision making, issue resolution, and on time feedback for open questions, to help keep the project on schedule.



As part of the Governance Plan, an Engagement Governance Workbook should be created, including a communication plan to identify the “right-sized” communication strategy at regular intervals with different stakeholders, and also to keep everyone on the team updated on the project progress. Besides weekly status reports, most of the communication exchange will be during the daily standup’s “inspect and adapt” activities and at bi-weekly, monthly or other scheduled meetings as defined in the governance plan.

When issues or questions are raised and resolved in a timely manner within the construct of the Governance plan and at the right meetings, any resulting blocks or impediments are resolved much quicker to prevent the project momentum from slowing down.


Published May 8, 2018 — Updated December 12, 2018

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