I appreciate this is a few years old, but it's worth adding a couple of points.
The notion of project governance is built into scrum, but it's treated quite differently. The classical model of project governance is the "iron triangle": scope, schedule/time, and cost/resources (these are the three criteria used in the CHAOS Reports). When you initiate a waterfall project, you define and fix the scope, estimate schedule and cost. You then use the various project governance techniques to measure against these standards. If scope changes, then you need to revisit schedule and cost (a change request process). The CHAOS reports show that most projects fail - with about 10% actually succeeding under Waterfall and about a third completely failing (the rest are challenged - typically going over budget or not to scope).
Agile - Scrum in particular - takes a different approach. In Agile, you shorten the planning cycle, you fix time and resources, then estimate scope. The features should be prioritised in terms of value - delivering working software quickly. Feature governance is provided by the product owner; process governance is provided by the scrum master - but these look very different to project governance. If we go back to the original iron triangle, then you find that agile projects actually do better against these three criteria - with about a third being successful and 10% failing outright.
Agile does well where it focuses on measurable value rather than process measures. There are process measures: velocity, epic forecasts and the like. But these are secondary to delivering working software. Used well, these are tools that help increase efficiency. But they are not the ultimate measures of the process; this is measured by the value delivered.
The challenge lies in working with customers. Managing their expectations and communicating the progress as we go. Ideally, this is done through less reporting and more tangible delivery. This should be supported by well defined measures of success.
Putting traditional project governance like project plans and Gantt charts around an agile process at best consumes resources and at worst leads you towards a waterscrumfall process and the worst of both worlds.