BOK Club – Chapter 1 and 2 Discussion. Summary and Purpose

Our second BIG Book Club session picked up where the first left off, diving into Chapters 1–3 of the Business Integrated Governance (BIG) Book. Veronica Edward-Smith guided us through what she called the “setup and introduction of BIG” – three short but dense chapters that establish its purpose, audience, definition, and rationale.

Veronica then introduced the session on Business Integrated Governance (BIG), outlining the agenda to cover chapters 1, 2, and 3, which focus on the management summary, purpose, and introduction to BIG. The participants agreed to record the session for sharing purposes and emphasized that the goal was discussion rather than presentation.

The opening chapter, a concise management summary, quickly reminded us that BIG isn’t about adding another layer of process. It’s about creating a consistent governance thread that runs through strategy, change, and operations – the idea that the same principles guiding transformation should also guide everyday delivery. As Veronica noted, these early chapters set out not just what BIG is, but why it’s needed.

They briefly reviewed the content of Chapter 1 and prepared to delve into discussion points, including the differentiation of BIG from other governance models.

Governance in Portfolio Management

The group discussed the concept of governance and its role in organizations, particularly in relation to portfolio, program, and project management. Alex shared his experience working in large organizations where silos often prevent effective governance, while David explained that the Business Governance Body of Knowledge (BoK) emerged from portfolio program and project management governance. Gregor, new to BIG, expressed interest in learning more about how to bridge the gap between strategy and delivery. The discussion touched on the negative connotations often associated with governance, with Veronica suggesting that the term “goal congruence” could be more positive and encompass the idea of alignment across an organization.

Organizational Alignment and Governance Challenges

The group discussed the challenges of aligning different organizational goals and the importance of clear communication and governance in achieving strategic objectives. They explored the roles of sponsors, project managers, and business leads, emphasizing the need to avoid overlapping accountability and responsibility. The conversation also touched on the evolution of PMOs and the need for a new term that better reflects their expanded role beyond project management. The participants agreed on the importance of cultural shifts to support the integration of purpose, vision, and objectives across the organization.

Overcoming Resistance to Business Governance

The group discussed the challenges of implementing Business Integrated Governance (BIG), focusing on senior leaders’ resistance to change and the importance of understanding stakeholder needs. Alex and David shared insights on how leaders with vision embrace BIG, while those comfortable in silos may resist transparency and performance management. Gregor emphasized the need to connect leadership, project management, and people to address execution problems and change resistance. Veronica introduced the concept of value creation versus value generation, highlighting the importance of clarifying these distinctions in organizations. The discussion concluded with thoughts on who should drive BIG initiatives, with the “new coup” being considered as a potential leader due to their fresh perspective and ability to foster a no-blame culture.

Value Streams vs. Project Benefits

Alex and David discussed the concepts of value and benefits in organizational contexts. David explained that while benefits are finite and related to specific projects, value streams are ongoing and involve the flow of income from assets. They explored how organizations can prioritize investments by understanding the nature of value creation, whether through new assets, operational improvements, or maintaining existing value streams. Alex provided an example of a data center project to illustrate these concepts, highlighting the importance of distinguishing between finite benefits and longer-term value streams when making strategic decisions.

Value Generation in Project Management

David and Gregor discussed the importance of value generation in project management, highlighting the need to redefine project managers’ roles to include value delivery beyond the traditional triple constraint of time, scope, and money. Gregor emphasized the significance of prioritizing projects based on their value generation and the recent shift in PMI’s approach to include value delivery in project management. Veronica and Alex added insights on the challenges of exploiting projects post-delivery, emphasizing the need for accountability and tracking benefits over the long term.

Accountability in Public Sector Governance

The group discussed the importance of accountability and value delivery in business, particularly in relation to public sector projects and state-owned enterprises. They agreed that Business Integrated Governance (BIG) is needed to address these issues, though there may be resistance due to lack of ownership and exposure.

Session Reflection

As we closed, Veronica reminded us that these early chapters are about orientation, not instruction. They ask us to think differently about how organisations create value through joined-up accountability. The next sessions will move deeper into the mechanics – how BIG operates in practice, who the stakeholders are, and how integration is achieved between change and business-as-usual.

For me (David), the evening reaffirmed why the BIG Book Club exists: to explore these ideas together, not as abstract theory but as lived experience. Each discussion peels back another layer of how governance, when properly integrated, can make organisations not just more controlled but more connected.

The conversation ended with a decision to either skip ahead to Chapter 3 or focus on the principles in the next session on January 12th, from 7.30 to 9pm UK time.