Understanding Governance Groups
Effective governance is the backbone of successful transformation programs.
Governance groups ensure accountability, alignment, and informed decision-making across strategic, tactical, and operational levels.
This article outlines the different types of governance groups that may be established during a transformation, detailing their purpose, deliverables, key responsibilities, and role composition.
Executive Steering Committee (ESC)
Purpose
The ESC provides ultimate strategic direction, executive sponsorship, and decision-making authority for the transformation.
It ensures the program aligns with the organisation’s overall strategy and business priorities.
Deliverables
- Approved program vision, business case, and scope
- Funding, priorities, and milestone approvals
- Strategic guidance documentation
- Executive-level decisions and escalations
- Decision logs, risk and issue records
Key Responsibilities
- Endorse program strategy, objectives, and scope
- Review performance, risks, and benefits realisation
- Approve milestones, budget, and resource allocations
- Remove organisational barriers and unblock progress
- Maintain alignment with corporate governance frameworks
Typical Roles
- CEO / COO / CFO / CIO (Chair)
- Executive or Change Sponsor
- Program Director / Manager
- PMO and Finance representatives
- Senior Business Unit Leaders (Finance, HR, IT, Operations)
- External advisors (optional)
Program Governance Board
Purpose
Provides program-level oversight and acts as the tactical link between executive strategy and delivery.
The board monitors progress, risks, and interdependencies across multiple projects.
Deliverables
- Program dashboards (scope, schedule, budget, risk)
- Decision log and escalation tracker
- Consolidated risk and benefit reports
- Portfolio resource plans and approvals
Key Responsibilities
- Oversee delivery to ensure alignment with scope and objectives
- Manage program health, risks, and interdependencies
- Allocate resources and control budgets
- Resolve project-level issues and escalate to ESC as needed
- Track financials and benefits across all initiatives
Typical Roles
- Program Director / Manager / Sponsor (Chair)
- Business Unit Managers
- PMO Lead
- Change Manager / Change Lead
- Risk, Finance, and IT Representatives
- Portfolio Manager
Change Governance Group
Purpose
Provides oversight and accountability for the people, process, and cultural dimensions of change.
Ensures alignment of change management activities with overall program delivery and strategic objectives.
Deliverables
- Approved Change Management Strategy and Plan
- Readiness and adoption reports
- Communication frameworks and engagement updates
- Benefits and adoption metrics
Key Responsibilities
- Oversee stakeholder engagement and change readiness
- Review change impact, communication, and risk plans
- Approve training and communication strategies
- Track adoption and resistance patterns
- Ensure alignment across business units and change streams
Typical Roles
- Change Sponsor (Chair)
- Change Manager / Change Lead
- HR / L&D Representative
- Business Unit Leaders / Process Owners
- Communications Lead
- PMO or Program Manager
- Departmental Change Champions
Project Control Board (PCB) / Working Groups
Purpose
Oversees detailed project execution and provides assurance that workstreams meet technical, quality, and delivery standards.
These groups are often specialised, for IT, communications, or process redesign.
Deliverables
- Approved project plans, deliverables, and reports
- Change control and risk mitigation actions
- Technical recommendations and solutions
- Process maps and pilot results
Key Responsibilities
- Review and approve project scope, cost, and schedule
- Coordinate interdependencies between streams
- Develop and test new processes or systems
- Escalate risks and issues to the Program Board
- Deliver assigned outputs aligned with program objectives
Typical Roles
- Project Manager (Chair)
- Business Analysts
- Technical Lead / Solution Architect
- Change Lead
- PMO Support
- SMEs and Process Owners
Business Readiness / Adoption Board
Purpose
Ensures the organisation is ready, willing, and able to adopt new ways of working.
Bridges the gap between implementation and business-as-usual operations.
Deliverables
- Change Readiness Assessments and risk plans
- Go-live readiness and transition reports
- Adoption and stabilisation metrics
Key Responsibilities
- Validate readiness before go-live
- Approve transition and handover activities
- Monitor adoption and post-implementation outcomes
Typical Roles
- Change Manager (Chair)
- Business Process Owners
- HR and Training Leads
- Operations Managers
- Communications Representatives
Program Management Office (PMO)
Purpose
Acts as the central governance hub for reporting, documentation, and quality assurance across all projects.
Ensures consistency, transparency, and control throughout delivery.
Deliverables
- Governance framework, templates, and standards
- Program reports and dashboards
- Compliance and quality audits
Key Responsibilities
- Facilitate governance meetings and reporting cadence
- Maintain version control and documentation
- Support performance tracking and benefits reporting
Typical Roles
- PMO Manager / Lead
- Program Coordinator
- Governance Analyst
Risk and Compliance Committee (Optional)
Purpose
Provides independent assurance and oversight of risk, compliance, and control frameworks.
Ensures transformation programs operate within regulatory and legal boundaries.
Deliverables
- Risk registers and mitigation plans
- Compliance and audit reports
- Issue logs and corrective action plans
Key Responsibilities
- Identify and manage strategic and operational risks
- Ensure adherence to internal policies and external standards
- Monitor risk response and corrective actions
- Oversee audits, privacy, and financial integrity
Typical Roles
- Legal / Compliance Officers
- Risk and Compliance Manager
- Internal or External Auditors
- PMO / Program Manager
Governance Group Summary
|
Governance Group |
Purpose |
Focus Area |
Typical Members |
|
Executive Steering Committee |
Executive sponsorship, strategy alignment, funding |
Strategic direction & decision-making |
CEO, Sponsor, Executives |
|
Program Governance Board |
Oversight of program progress and delivery |
Delivery, scope, budget, risk |
Program Manager, PMO, BU Heads |
|
Change Governance Group |
Oversight of people, process, and adoption |
Change strategy & stakeholder alignment |
Sponsor, Change Lead, HR, BU Leaders |
|
Project Control Board |
Day-to-day project execution oversight |
Technical delivery & risk management |
Project Managers, Analysts, Change Lead |
|
Business Readiness Board |
Ensure readiness and post-go-live adoption |
Go-live and transition management |
Change Manager, Ops, HR, Training |
|
PMO |
Coordination and governance support |
Reporting, compliance, quality |
PMO Lead, Program Coordinator |
|
Risk & Compliance Committee |
Oversight of legal and regulatory adherence |
Risk mitigation and compliance |
Legal, Risk, Audit |
Establishing well-structured governance groups ensures clarity, accountability, and confidence in delivering transformation outcomes.
Each group plays a unique role in aligning leadership, managing risk, maintaining transparency, and embedding change successfully across the organisation.
