Wrike Governance Council Charter

We are just starting to expand Wrike to other groups in our company. I am following this post as I too would like to know what others are doing around expansion of Wrike. How do you address custom fields? How do you set up boundaries for other groups to follow? What are the advantages or disadvantages of multiple spaces?

We started with just one small department of five people and have expanded to four departments. Before adding additional departments, we review the current tools, identify the need and feasibility, alternatives and then decide. After that, we develop the plan, execute and finish. Because we have added department by department, we haven't had to present it to the IT Governance Committee.

Same here. We are small company and we only have 2 people in our IT department. However, we are planning to expand Wrike utilization with our Marketing department. As of this time, we discussed and evaluate  what their expectations are, what they want to see in Wrike and how the platform can help with their daily tasks and projects compared to the existing processes. That, way I will be able to understand how the process / workflow will look like. 

We started with Implementation Governance when rolling out Wrike earlier this year. This took into account the availability of resources to test functionality before it was ready for go-live. Many features were decided to 'not be used at go-live' to simplify the implementation. We now meet bi-weekly with our Wrike Account Manager, Implementation Specialist and our internal IT Team responsible for managing Wrike to review previous recommendations and what we should start looking at enabling.

In addition, we have setup a 'Wrike Feature Request and Enhancement' request form. Leveraging this, users can ask for specific functionality that we either prevent them from managing directly or haven't implemented yet. We use these as topics during our bi-weekly council meetings to prioritize requested items. 

Here is a screenshot of the entry screen for that form:

To the best of my knowledge, we have not used a Governance Council or Charter in my organization.

We have no special council. We have some Wrike Champions (at least one in each team). New features or problems can be told them directly. They report these requests to me (also the colleagues can contact me directly). I discuss it with our management as Wrike is under direct observation. So you can see our management is the council if you want.

It certainly can cause problems when you start a new implementation and you don't have a concrete plan!

Problems we are still having are:

- define user levels first - what do you want users to be able to do/change/delete etc

- custom fields - dear god we have legacy fields everywhere.... i would recommend being super strict in creating and using custom fields... we ended up with 3 version of "Customer Contact" in various forms and places...

- security - who can see what - especially careful if you have collaborators

Once I was able to obtain approval for the purchase of wrike (this involved a joint presentation between myself and a wrike rep to the directors of the company), we created a team of five people to oversee the implementation and on-going use of wrike. We made sure to set boundaries on who would qualify for a logon to the software as once the initial seats are taken, we have to obtain approval again to purchase more. This was discussed with the other departments in the company so it was clear on the expectation of who should have access and what level. We make sure to keep only the core team (the five) as the overall admins and they are the only ones able to add/remove users, etc. We also created a request form for when a manager needs to request someone added or removed from wrike. This was all needed due to audit purposes.

We have a Wrike Governance group that comprises of decision makers within each area/department currently using Wrike in our company. We meet quarterly to go over any major updates or guidance decisions we need to make.

In between our meetings, we also have a folder for Governance decisions and actions where anyone wanting to make a significant change to Wrike that impacts processes from other departments can submit a task for approval. Our workflow for this is "In Development", "Ready for Review", "Approved", "Not Started",  and "Implemented". When something is ready for review, we mention the governance group and they have a week to ask questions or bring up any issues they have with the change. If nothing is brought up, it is approved and then implemented when time allows.