Governance & Sponsorship

Clarify authority, stage decisions, sponsorship and accountable oversight.

• Our steering committee meets but rarely decides anything. How do we fix it?Governance without decisions
• The sponsor is unavailable when we need approval. What should we establish?Unavailable decision authority
• Who should be accountable when several people approve the same deliverable?Diffuse approval accountability
• Our approval process takes longer than delivery. How can governance be proportionate?Excessive approval overhead
• A decision was made verbally and is now disputed. What should we do?Missing decision evidence
• The project manager is asked to approve their own work. Is that sensible?Unclear independent assurance
• We have a RACI matrix, but people still disagree about responsibility. Why?Responsibility model not applied
• How do we manage decisions between governance meetings?Missing out-of-cycle decision route
• Our stage gates are automatic approvals. What should change?Ceremonial stage gates
• Can a sponsor accept every project risk?Risk authority overreach
• We keep changing the baseline to hide variance. How should rebaselining work?Baseline manipulation
• The project board and product owner disagree. Who decides?Conflicting governance accountabilities
• How do we document a decision without creating bureaucracy?Decision record proportionality
• A governance committee has no quorum. Can the project continue?Invalid decision process
• How do we prevent conflicts of interest in project decisions?Unmanaged decision conflict
• The organization has too many governance templates. Which ones matter?Control duplication
• A new sponsor wants to cancel the project. What should the team provide?Project termination decision
• How should delegated approval authority be reviewed?Stale delegation
• The project is marked successful despite missing its purpose. Who should challenge that?Output-only governance
• How do we preserve an audit trail when decisions change?Destructive decision updates