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A businesswoman presenting governance frameworks on a glass wall to colleagues in a modern office.

A businesswoman presenting governance frameworks on a glass wall to colleagues in a modern office.

Good governance doesn't slow projects down. **Bad governance does.** There's a big difference. In complex transformation programs, governance sometimes gets blamed for bureaucracy: More meetings. More approvals. More templates. More reporting. But that's not good governance. That's administration. Good governance should make it easier to answer five questions: **1. Who owns the decision?** **2. Who has authority to make it?** **3. What information do they need?** **4. When must the decision be made?** **5. What happens if it isn't?** When those answers aren't clear, projects don't become more agile. They wait. A design waits for approval. A vendor waits for direction. A change request waits for a decision. Testing waits for a defect resolution. Deployment waits for sign-off. And eventually the schedule absorbs the cost of all that waiting. Across complex SAP and ERP programs, I've learned that some of the biggest delays aren't caused by teams working slowly. They're caused by **decisions moving slowly**. That's why I see governance differently: **Governance isn't about adding gates.** It's about creating a clear path through them. The best governance model isn't the one with the most controls. It's the one that gives the right people enough information and authority to make the right decision at the right time. **What's slowed projects more in your experience: execution — or waiting for decisions?** #ProjectGovernance #SAP #ERPTransformation #ProgramManagement #Perth Ver más