The Trouble with Programme Steering Groups

Following my previous article on the trouble with ERP programmes, I thought I’d delve a little deeper into how the Steering Group should be built and run to successfully drive a large scale IT driven change programme.

The Steering Group is ultimately responsible for the delivery of the programme and realisation of the benefits that justified the programme. Consequently it makes sense that all the key stakeholders sit on this committee and it includes the most senior business executive in the organisation that will benefit from the programme. This group must collectively own the programme and together be able to make all the decisions necessary to ensure it has the best chance of delivering to spec, time and budget.

The role of the programme management when the Steering Group meets is to provide a clear update on all aspects of the programme, highlight major issues and risks and provide recommendations to keep the programme moving forward. It is essential that programme management present a comprehensive but clear view of the situation and any actions that are required to allow the business representatives to make informed decisions there and then.

The Steering Group should be focused on making the programme a success but not get involved in the day to day programme issues, resolving those are one of the day jobs of the programme manager! Consequently it is not necessary or effective to have every business manager present at the Steering Group meeting. At the start of the programme a business manager should be given the responsibility of representing the business side of the programme and be fully immersed in it, he / she should be an active contributor to the Steering Group and bring in other functional managers as relevant. It is much more effective to have a focused meeting with the functional managers subsequent to the Steering Group to cover the information and issues directly relevant to them.

The frequency of Steering Group meetings will depend on the project length and complexity, where possible the dates should be planned as far in advance as possible to ensure the presence of the senior stakeholders. The meetings must be relevant and frequent enough so that issues are not left hanging. To ensure this flex the frequency of the meetings to suit the programme phase, for example during the build phase of a major software implementation monthly meetings may suffice, but during the final testing and commissioning phases it may be prudent to have fortnightly steering meetings.

A formal agenda for the Steering Group meeting should be agreed at programme kick off and be followed throughout the programme, having a level of familiarity in agenda and documentation will allow the senior business members of the committee to pick up the key points of the meeting quickly and see progress or otherwise from one meeting to the next.

An effective Steering Group is essential to the successful delivery of a programme and the realisation of its benefits. Care must be taken in deciding who the membership of the group, it’s mandate and agenda and how it will be run. Getting the project sponsor and other key business stakeholders to agree this up front should be one of the key initial tasks of any programme manager.