Page 164 -

Overview 143

FIGURE 12-2
Activity Overview.

project-delivery areas. Therefore, the DG team needs to choose an activity where DG can assist the
project in achieving its goals and not appear to be interfering. This may seem like “giving up” on
enterprise DG, but it is not. Rather, this is a practical implementation strategy.
The integration with other efforts means getting embedded into other project plans, not observing.
Your DG team will need to sit down at the table with the “lucky candidates.”
Activity Summary Table
Objective Identify initial projects or programs to be governed.
Purpose Ensure the projects or programs are visibly governed and
show the value of DG.
Inputs DG function, RACI, projects planned or in process
Tasks 1. Identify projects and stakeholders subject to standards
and governance.
2. Refine governance bodies and committees (if part of
EIM).
3. Refine DG charters (if part of EIM).
4. Confirm stewardship and ownership model, if
necessary.
5. Define the rollout of DG to support the EIM road map
or other identified projects.
Techniques Project planning
Tools Microsoft Project
Outputs 1. List of projects and stakeholders subject to DG
2. Enhanced EIM oversight
3. Adjusted EIM/DG charters
4. Reviewed DG rollout with stewards and owners
5. EIM/DG rollout road map
6. DG rollout schedule
FIGURE 12-3
Activity Summary Table.
Business Benefits and Ramifications

The obvious benefit is the initial engagement of more stakeholders. There is an indication that DG is
real (and hopefully there is visible sufficient support), and projects or programs will at least be open to
the offer of assistance.