GEG
Overview
| Title: | GEG
Good Engineering Governance |
| Duration: | 2004-2006 |
Abstract
The key outcome of the project was a generic framework for conducting engineering governance processes. Necessarily, these are human-intensive, and a key issue for the research was to make this resource demand as minimalist as possible; it should be noted that while governance preserves and enhances value, it does not create value. Research carried out in the project indicated the following:
- The appreciation of engineering governance is patchy and not well understood
- Processes for engineering governance exist widely, but are uncoordinated
- The effects of poor governance can be seen in many ways – increases in engineering resource to counteract earlier errors and omissions, delays and cost increases, unnecessary complexity in designs
- The fundamental role of governance is not to create the disciplined operation of processes, but to ameliorate the effects of organisational complexity, both intrinsic and induced. By doing this, the organisation will have the managerial resilience necessary to ensure effective processes, addressing requirements of quality, cost and delivery.