The first lesson-from-history article (11-11-05 DM Review) looked at how in May 1940, within Winston Churchill's administration, a real-time decision-making environment was created.
The second lesson-from-history article (05-19-06 DM Review) examined the Bentley Priory decision-making environment, at the center of an integrated air defense system, and part of an overall sense-and-respond system used by Royal Air Force (RAF) Fighter Command under Air Marshall Hugh Dowding.
The third lesson-from-history article (08-18-06 DM Review) examined the supply chain run by Whitehall and how Lord Beaverbrook introduced the concepts of agility to improve the efficiency of the supply chain.
The fourth lesson-from-history article (11-17-06 DM Review) examined in more detail the third area, Bletchley Park, the role of intelligence, and ultimately Knowledge Management.
The fifth lesson-from-history article (01-16-07 DM Review) examined in more detail the fourth area, Storey's Gate, the Map Room and the executive dash board for Churchill.
The sixth lesson-from-history article (02-13-07 DM Review) examined Storey's Gate and the Cabinet War Rooms, a collaborative environment for decision making environment, and its relationship to the Map Room.
The seventh lesson-from-history article (03-30-07 DM Review) examined how the basic components of the solution came together and were integrated into a sense and respond solution.
The eighth lesson-from-history article (04-27-07 DM Review) examined how the interfaces for information exchange and the solution was integrated and prepared for testing and operation.
The ninth lesson-from-history article (07-10-07 DM Review) examined how the solution was tested to the breaking point and put into operation as a "sense and respond" or adaptive solution in readiness for the forthcoming air battle.
In May 1940, Churchill, faced with an imminent invasion, ran a project that integrated four areas into a solution. These were all at different levels of development and maturity, and included Bentley Prior, the Whitehall supply chain for fighter production, Bletchley Park and Storey's Gate (see Figure 1). This tenth lesson-from-history article examines how Churchill set up a governance framework to transform the UK and support the solution as shown in Figure 1. The term governance as used in industry (especially in the IT sector) describes the processes that need to exist for a successful project.
Figure 1: Churchill's Solution Consisted of Four Integrated Areas
Churchill inherited a governance framework but knew it was flawed as he faced insistent criticism that there was no central direction of the economic effort. His disparate organizations consisted of government, military and civilian groups that were well-organized and highly institutionalized structures, but had unique cultures, acted autonomously and were used to working in their own ways. The armed forces had evolved independently, without much need to interface with each other, jockeying for resources, and even had their own lexicons. The Royal Navy considered itself unique, and was reluctant to closely cooperate or share resources with the British Army or its junior partner, the Royal Air Force (Part 6).
Following Dunkirk on June 6 Churchill wrote to Eden: “We are indeed the victors of a feeble and weary departmentalism.” This reflected the desire for change. Churchill had to reign in these organizations, particularly the military, deconstruct the vertical silos and reconstruct a horizontal enterprise view of total warfare. He had to resist pressures, politics and prioritize the choices, and integrate these organizations to fight for a single purpose. To achieve this transformation, he needed a governance framework that worked and compliance to that framework. He also had to deal with adoption of his project, selling the nation and overcoming barriers to success.
For many projects today, a governance framework is essential to guide it, particularly when the project has to work across silos or the solution is enterprise wide. Typically, the biggest problem is that of boundaries and jurisdiction. Most projects are likely to come under the auspices of a body like a PMO that provides guidance in creating a framework to deal with the project structure, roles, responsibilities, authority and competencies. It also adjudicates when it overlaps with other projects.
