Governance & delivery

Governance is not paperwork. It is the record of how a decision was made, kept where the next person can find it.

What governance is for

Most organisations encounter governance as an obstacle, which is a sign it has been implemented as compliance rather than as memory. Its actual purpose is narrow and valuable: to make decisions traceable, so that when circumstances change you can tell whether to revisit a choice or defend it.

Delivery

I have built PMO structures in organisations that had none, using Agile where the work genuinely permitted iteration and stage-gated methods where it did not. The distinction matters. Applying an iterative method to a programme with a fixed regulatory deadline is not modern; it is negligent.

The standards, and their limits

I hold ISO 9001:2015 Lead Auditor, ISO/IEC 27001 Lead Implementer, Lean Six Sigma Black Belt and PMP. Frameworks are useful as a shared vocabulary and a checklist against forgetting. They are not a substitute for judgement, and an organisation that has adopted several without changing how it decides anything has bought vocabulary alone.

How I work on this, and on what terms, is set out under advisory.