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Keep shoppingProcess Governance: Owners, Controls, Accountability [EN]
2,647 students
Process Governance: Owners, Controls, Accountability [EN]
process governance | process ownership | internal controls | accountability | operational risk | organizational design
Last updated 5/2025
English
English [Auto],
What you'll learn
- Describe a process so its boundaries and handoffs are unambiguous
- Assign a process owner and define what that ownership actually obliges them to do
- Design accountability into a structure instead of hoping it emerges
- Write a role profile that states what a job owns, not what a person is like
- Build the individual layer: agreement, evidence, review and consequence
- Apply the three lines of defence model to your own operation
- Run a risk assessment using ISO 31000 and escalate what cannot be reduced
- Recognise the conditions that produce control failures before they produce one
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
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Course content
14 sections • 37 lectures • 21h 1m total length
Requirements
- A process or function you are responsible for, formally or in practice
- No audit or compliance background required. Controls are explained from zero
- Access to whatever process documentation your company has, however poor
- English at intermediate level or above, since all lessons are in English
- Willingness to find out that several of your processes have no owner at all
Description
This course contains the use of artificial intelligence.
Ask who owns a process in your company and count the seconds before someone answers. That pause is the whole subject of this course.
Documented is not the same as governed
Plenty of organisations have process documentation. Very few have a named person who is obliged to notice when the process stops matching reality, with the authority to change it and a consequence if they do not. So the document ages quietly, everyone works around it, and the gap only surfaces during an audit or an incident. I have owned processes on paper that I had no ability to change, and I have watched a control fail in a place where three departments each assumed one of the others was watching.
What this course actually covers
Five layers, from the object to the person. First, describing a process so its boundaries and handoffs are unambiguous — methodology, tooling, worked examples, and running the project. Second, structure: the six design drivers, what a matrix does to accountability, the leadership cascade and span of control. Third, the role: what a specific job owns, the competencies it requires, and how that profile feeds hiring, development and goals. Fourth, the individual layer — the performance agreement, evidence, the review conversation and the consequence attached to it. Fifth, controls and risk: the heat map, the fraud triangle, ISO 31000, top-management risk, risk culture, the three lines of defence, and personal accountability.
A note on the material
Twenty-three of the thirty-seven lessons use people-side material: role profiles, review cycles, risks that originate with people. That is not a compromise. Governance always terminates in one named individual with an obligation and a consequence, and the mechanics of defining and evidencing that obligation are the same whatever the process contains. RACI, the three lines of defence, ISO 31000 and competency matrices do not change by department.
Who is teaching this
I am Mike Pritula. I built the people system at Preply as it became a unicorn, including its process and accountability layer, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.
What is included
Lifetime access to all 37 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working material: BPMN mapping, the six design drivers, role profile and competency templates, the review cycle, the risk heat map, ISO 31000, the three lines of defence
Real organisational cases, including Wargaming and ArcelorMittal
Where to start
Pick your three most important processes and write a single name next to each one. If you hesitate on any of them, or if the name you wrote does not know it, you have found your first governance gap. Enrol now and start today.
Who this course is for:
- Operations leaders who documented processes and watched them go stale
- Managers accountable for something they do not formally control
- Process owners who have the title and not the authority
- Governance, risk and compliance specialists building the operating layer
- Executives designing accountability across a growing organisation
- Internal auditors who keep finding the same gap in different departments
- Anyone whose company answers "who owns this?" with a long silence