Why Govern a Programme?

One of the authors of the Gower Handbook of Programme Management is Paul Rayner and just over two years ago, he conducted a survey which showed that whilst the world was moving closer to a common theory about what Programme Governance is all about in theory, the reality was very different.

The UK Office of Government Commerce (OGC) defines Programme Governance as “the functions, processes and procedures that define how the programme is set up, managed and controlled”. The OGC web site provides an excellent 10 step online journey to Programme Governance which are;

1. Set up the programme organisation structures;
2. Setting up the physical programme environment;
3. Risk management and issue resolution;
4. HR management;
5. Procurement and contract management;
6. Programme communications;
7. Reporting, monitoring and control;
8. Information management;
9. Maintaining business as usual;
10. End of tranche reviews.

It’s all very well going through the motions of setting up effective governance, but what are some of the benefits of all this effort? Here are a few of the obvious ones which spring to mind;

• Common Programme and Project performance failures can be avoided;
• The portfolio of Programmes and Projects can be optimised;
• Staff, customers and suppliers can be motivated through better communication;
• Risks can be minimised and Benefits maximised.

Looking at the painful side of not having Programme Governance; the organisation will stand a far greater chance of suffering the consequences of the following problems;

1. Lack of a clear link between the Programme and the organisation’s strategic priorities;
2. Lack of clear senior management ownership and leadership;
3. Lack of effective stakeholder engagement;
4. Lack of skills and a proven approach to Programme and Project management;
5. Too little attention to breaking development and implementation into manageable steps;
6. Evaluation of proposals driven by price rather than long-term value for money;
7. Lack of understanding and contact with the supply industry at senior levels;
8. Lack of effective Programme/Project team integration between clients, the supplier team and the supply chain.

Far too many organisations have yet to take Programme Governance seriously and perhaps have a few things to learn. Those that do, are without doubt taking a proactive approach to ensuring their programme success and enjoying the benefit of people who know what they’re doing.