Minimum Viable Bureaucracy

The problem with excessive governance is that it often leads to a proliferation of processes, approvals, and documentation requirements. This can create bottlenecks, slow down the process, and demotivate team members. Instead of facilitating progress, it becomes an obstacle to overcome.

MVB aims to ensure project management is more efficient, effective, and successful by focusing on essential governance processes while minimising unnecessary bureaucracy. The goal is to create an environment where teams are supported and trusted to deliver results without having to hurdle cumbersome procedures.

Key Principles of Minimum Viable Bureaucracy

Focus on Outcomes: MVB emphasises prioritising outcomes over processes. By clearly defining objectives and desired results, teams can concentrate on activities that directly contribute to goals. This approach eliminates unnecessary steps and allows for greater flexibility in responding to changing circumstances. Applied to procurement, it leads to better purchasing decisions by focusing on desired outcomes, which in turn encourages supplier innovation and better tender responses.

Delegation and Empowerment: MVB advocates delegating authority and responsibility to team members closest to the work. This fosters ownership, accountability, and faster decision-making, as teams are not constantly seeking approval from higher-ups. Empowering teams to draft the statement of requirements (SoR) ensures they get a product that meets their needs. For example, involving the ICT team in drafting the SoR for a tech service reduces time and avoids back-and-forth with the procurement advisor trying to become a technical expert.

Clear Communication: Effective communication is crucial in any project, but especially within an MVB framework. Minimising bureaucracy allows teams to communicate directly and efficiently, reducing misunderstandings and ensuring everyone is on the same page.

Streamlined Interaction: Excessive bureaucracy often leads to restricted communication channels, causing delays. For instance, a procurement advisor might need to go through several layers of management to communicate with a decision-maker. Allowing direct communication between the advisor and the executive reduces delays and miscommunication. This also helps procurement advisors develop their “soft skills.” Only essential decision-makers should be involved to prevent a “too many cooks in the kitchen” scenario, which can slow down the process.

Implementing Minimum Viable Bureaucracy

Implementing MVB requires a cultural shift within the organisation, moving from a command-and-control approach to one that fosters collaboration, trust, and empowerment. 

Here are some practical steps to implement MVB:

1. Assess Current Governance Processes: Identify areas where bureaucracy can be reduced or eliminated. Look for processes that add little value or hinder progress. Consider who has the “need to know,” unnecessary double handling of documents, and whether processes are overly broad and could be more targeted. Seek feedback from procurement advisors and business areas to identify what needs to be streamlined or takes too long.
2. Define Essential Governance Processes: Determine the minimum set of governance processes required for project success, such as risk management, quality assurance, and stakeholder communication. Refer to relevant legislation, regulations, and policies (e.g., PGPA Act and CPRs) to check mandatory requirements and distinguish them from “nice to haves.” Use a risk-based approach to evaluate changes, ensuring the benefits of streamlining outweigh potential risks.
3. Streamline and Automate: While some processes can’t be eliminated due to risk, they can often be simplified or automated. For example, if records are kept in Word documents or Excel spreadsheets, consider whether there is better software for this purpose. Consult with IT to help automate these processes.
4. Empower Project Teams: Provide teams with the autonomy and resources needed to make decisions and take action. Ensure teams have appropriate training, assistance with improving or developing policies, and soft skills training such as communication and writing. Ensure operating procedures are clear and flexible, rather than one-size-fits-all. Train staff throughout the organization in procurement, even if they are not part of the procurement team (e.g., project managers, EAs).
5. Foster a Culture of Continuous Improvement: Encourage teams to regularly review and refine their processes, learning from successes and failures. Maintain a ‘lessons learnt register’ to evaluate past performance and identify areas for improvement. After a project is complete, allocate time for review and assign this responsibility to relevant team members with specific deadlines. To keep policies current, set a regular evaluation timeframe, such as every 12 months, ensuring all procedures are up to date.

The concept of Minimum Viable Bureaucracy (MVB) highlights the importance of streamlining processes, empowering teams, and focusing on outcomes to enhance project management and procurement. By adopting MVB principles, organisations can reduce unnecessary bureaucracy, foster innovation, and improve efficiency. 

If you’re looking to implement these strategies and achieve better project and procurement outcomes, consider the benefits of tailored procurement support. At Proximity, we offer expertise in designing and implementing practical procurement strategies, guiding you through the entire procurement life cycle.