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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 3: Engagement
3.2 Integrate Governance Structures
3.1 Integrate PMO Structures
3.3 Update and Maintain Procurement Plans
Image Map Phase 0: Assessment Phase 1: Readiness Phase 2: Selection Phase 3: Engagement Phase 4: Migration Phase 5: Operations
Objective: Develop an integrated governance structure that establishes program activity ownership and decision making authority for the customer and provider agencies throughout a migration.

Phase 3 GuidanceResponsible Party - Customer, Provider, Shared
Activities
1. Identify provider governance bodies that will participate in the migration effort (P)
2. Define integrated governance authority, roles, and responsibilities for oversight, management decision-making and risk/issue escalation (S)
3. Establish integrated governance meeting cadence and status reporting timelines for the remainder of the program (S)
4. Create Integrated Governance Charter (S)
5. Begin executing against Governance Charter to guide Phase 3 activities (S)

Inputs
• Existing Governance Bodies and Processes within Customer and Provider Agencies
• Customer Governance Charter
• Engagement Phase IAA (Federal Only)
 

Outputs
• Integrated Governance Charter
Stakeholders Update
• Executive Sponsor (C, P)
• Business Owners (C, P)
• Program Managers (C, P)R • PMO Leads (C, P)
• PMO Teams (C, P)

Best Practice
• Establish goals, timeframes, resources, and responsibilities clearly during the migration that has buy-in from senior management at the customer and provider agencies
• Develop an integrated governance model to make decisions in alignment with the objectives and goals of the program
• Obtain buy-in from internal customer and provider agencies early on to establish communication channels throughout the migration
• Encourage decisions to be made at the lowest possible level, while allowing elevation of important or contentious issues through the governance model
• Develop an integrated recurring meeting and status reporting cadence to help align customer and provider leadership on the status of ongoing activities and priorities