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M3 Framework Introduction M3 Framework Overview M3 Phase 0 - Assessment M3 Phase 1 - Readiness M3 Phase 2 - Selection M3 Phase 3 - Engagement M3 Phase 4 - Migration M3 Phase 5 - Operations M3 Resources
M3 Playbook > Phase 1: Readiness
1.2 Establish Customer Governance Structure and Processes
1.1 Establish Initial Customer PMO and Processes
1.3 Establish Customer Risk Processes
Image Map Phase 0: Assessment Phase 1: Readiness Phase 2: Customer Readiness Phase 3: Engagement Phase 4: Migration Phase 5: Operations
Objective:   Develop a governance structure that establishes program activity ownership and decision making authority for the customer throughout the migration.

   *Phase 1 GuidanceResponsible Party - Customer, Provider, Shared
 Activities
1. Identify or create customer governance bodies that will participate in the program and integrate with broader governance structures (C)
2. Define governance authority, roles, and responsibilities for oversight, management decision-making, and risk/issue escalation procedures (C)
3. Establish regular meeting cadence and reporting timelines for Phases 1 and 2 (C)
4. Develop Governance Charter (C)
5. Begin executing against Governance Charter (C)
6. Escalate decisions, risks, and issues to governance bodies for decision making and issue resolution (C)
7. Hold regular governance meetings to review progress and address escalated decisions, risks, and issues (C)

Inputs
• Business Case
• Program Management Plan
• Existing Governance Bodies within Customer Organization

Outputs
• Governance Charter
Stakeholders Update
• Executive Sponsor (C)
• Business Owner(s)
(C)
• Program Manager (C)
• PMO Lead (C)
• PMO Team (C)
• Functional Lead (C)
• Technical Lead/Solution Architect (C)
• Change Management Lead (C)

Best Practice
• Develop internal governance model at the beginning of the migration to make decisions in alignment with the objectives and goals of the program
• Obtain buy-in from internal organizations early on to establish collaboration throughout the migration; obtain buy-in from executives, managers, and line personnel as stakeholders and subject matter experts (SMEs)
• Encourage decisions to be made at the lowest possible level, while allowing elevation of important or contentious issues through the governance model
• Incorporate a variety of stakeholders, including the governance and transition team, in the development of the agency vision
• Ensure that leadership within the governance structure is able to make all necessary decisions with regard to financing and direction