Learn About Programme Management

Before describing the differences, let’s first look at the similarities. Both projects and programmes are deliberate efforts to implement change to “business as usual” or the way the business operates. They are both temporary and have specific start and end dates. Both are validated through business cases—it needs to make good business sense to invest in the change. In addition, both have clear roles, responsibilities and accountabilities for specific deliverables and the ultimate success of the effort.

Programmes differ from projects in the size, complexity and life span of the change effort. Programmes are about delivering large-scale transformational change whereas projects tend to focus on delivering a specific output(s). Programmes are created to coordinate, direct and oversee the implementation of a set of related projects and change management activities. While both standalone projects and programmes deliver outcomes and Benefits related to an organization’s strategic objectives, programmes are delivered in multiple steps, or tranches, with future tranches having flexibility to respond to changes in the organization’s business environment over the multi-year life of the programme.

Making changes to improve the health of the population is an example of a programme that addresses a strategic objective. Within the programme there may be many different projects all related to achieving Benefits such as improved quality of life and longer life span. Projects might include providing weight management, smoking cessation, nutrition and exercise guidance, building an exercise facility, and delivering personal training to seniors. Change management activities are the efforts of the programme to have people change their behaviours and learn new skills to improve their health. As the environment changes, so might the organization’s strategic objectives and some projects may be stopped, changed or added, such as implementing testing for transmissible diseases.

Within the context of ESDC, the Benefits Delivery Modernization (BDM) programme consists of many projects together with a variety of change management activities. The BDM programme will deliver service improvements for Employment Insurance, Canada Pension Plan and Old Age Security. These and other projects will improve the client experience (individuals, employers and organizations), modernize tools for clients and staff, deliver efficiencies, and build new digital solutions capable of responding to future service delivery expectations. Both clients, and our client-facing staff, will learn new skills and behaviours as the department responds to the evolving needs of its clients, whether it is in person at a Service Canada Centre or through community outreach, on the phone or online.

Programme management is a relatively new discipline in comparison to project management. As knowledge of programmes grows, there is an increasing recognition of the importance of differentiating projects and programmes so that the most appropriate management discipline can be applied. Prior to the introduction of programme management, change initiatives were typically delivered only as projects.

Questions about this, or any other programme management topic, are welcome. Visit the Programme Management section on iService for more information or contact us at: edsc.scgp-pmas.esdc@hrsdc-rhdcc.gc.ca.

In general, project management is focused on delivering the specific output(s) expected of the project whereas programme management focuses on coordinating, directing and overseeing several related projects and change management activities to achieve the outcomes and Benefits expected of the programme. Day-to-day programme management is focused on defining and ensuring the right set of projects will produce the required outputs to realize the expected outcomes and Benefits to deliver on the organization’s strategic objective(s).

Programme management aligns and manages the natural tension between three critical organizational elements: corporate strategy; delivery mechanisms for change; and the “business as usual.” It manages the transition of solutions developed and delivered by projects into the organization’s operations, while maintaining performance and effectiveness of the business. Programmes do this by breaking things into manageable chunks (called tranches) with review points for monitoring progress and assessing performance and Benefits realization to date.

In short, programme management is a means to deliver transformational change to business operations in line with organizational strategic objectives. Programmes provide context and control for their projects which involve changes to the ways of doing things. The people aspects of change—i.e., adopting new behaviours, learning new skills, working differently, etc.—is a very important component of programme management.

ESDC has defined both a project management framework and a programme management framework. Both are well documented and accessible on iService and both define a multi-step approach from start to finish. The project management framework describes each project step as a “stage” while the programme management framework—to avoid confusion—describes each programme step as a “phase.” Projects within a programme take place in programme phase 3—Managing the Tranches. Because programmes define, coordinate, direct, and oversee its projects, projects within a programme follow the programme management framework.

Although there are several similarities, there are significant differences in managing a programme versus managing a project. Both require skilled resources, good planning, clear roles, well-defined responsibilities and accountabilities, appropriate oversight, and independent assurance. However, the size and complexity of programmes—including the need to coordinate, direct and oversee multiple projects—presents different challenges and calls for a different management approach.

For example, Programme Sponsors at ESDC are very senior individuals who have personal accountability for the success of the programme and, accordingly, have a written agreement with the Deputy Minister outlining their responsibilities and accountabilities. Programme oversight will typically be provided by an ESDC Tier 2 Committee and programme assurance goes well beyond compliance with policy with a focus on confidence that outcomes and Benefits will be realized as intended. Programme assurance activities include health checks, reviews at the end of each phase and tranche, and independent third-party reviews. Projects within a programme follow the programme management framework which recognizes that much of the early work done at the programme level does not need to be repeated for each project within the programme.

Programme Managers are also senior individuals and are concerned about delivering what’s needed to achieve the “future state” of the business, including the projects required to deliver the expected outcomes and Benefits at a cost that’s acceptable. Once defined, they launch, coordinate, direct and oversee projects while ensuring the overall programme remains aligned with the organization’s strategic objectives.

The Business Change Manager(s)—a role unique to programmes filled by business leaders—focuses on describing the future state of the business, defining the Benefits the programme will deliver, transitioning project outputs into the business, and achieving the intended Benefits. They are “from the business” and lead their area to prepare for, and transition to, the future state. They are accountable for the people-focused change management activities—changes in culture, roles, responsibilities, skills, behaviours, etc.—and work closely with a Business Change Team of skilled resources to transition people to the future state as quickly and smoothly as possible.

The role of Project Manager has a lot in common with the role of Programme Manager. Both need knowledge and experience with managing change initiatives. They need to understand how to plan and what to plan for, and they both have day-to-day responsibility for successfully managing initiatives to achieve intended results.

Project Managers must understand and control six key variables affecting successful project delivery—costs, timescales, quality, scope, risk, and Benefits. The role of Programme Manager is not responsible for managing projects directly. Rather, Programme Managers must manage the alignment of corporate strategy, the delivery mechanisms for change (i.e., projects), and the business-as-usual environment. In other words, they must plan and design programmes to optimize the delivery of changes to business as usual in order to achieve a strategic objective(s).

Programme Managers have primary responsibility for successful delivery of new capabilities for the organization, such as a new service. They work very closely with Business Change Managers who are responsible for leading the organizational transition required for the successful adoption and use of the new capability, ultimately leading to the realization of intended Benefits.

Since projects are critical components of programmes, Programme Managers must have experience in project delivery, ideally gained through managing large-scale and relatively complex projects. Conversely, Project Managers do not require experience in managing programmes. Another key difference is the level of the individual fulfilling the roles. Programme Managers need to be relatively senior due to the need for organizational authority for managing the size, scale and complexity of programmes, while Project Managers are typically not in the executive (EX) classification.

Broadly, while Project Managers and Programme Managers have many of the same skills, Programme Managers typically have more experience with complex change initiatives, are more senior, manage at a higher level, and are more strategic in their thinking, incorporating strategic considerations into their decision making. Programme Managers, focused on delivering Benefits, must be able to see and manage the “big picture” which requires them to conceptualize, coordinate, direct and oversee the multiple projects and activities that combine to enable Benefits realization. They must also be excellent delegators and avoid “micromanaging” and getting into the details of project delivery, except where there may be an impact to the success of the programme.

Both project and programme business cases serve the same purpose—they answer the question: is the investment (still) worth it? In other words, are the expected Benefits from the project / programme worth the expected costs? Is the project / programme (still) viable?

For a programme, each of its projects has its own business case as does the programme itself. A project business case is about balancing the costs, timescales and risks relating to delivering the project outputs, which directly contribute to realizing programme Benefits. The programme business case is broader than a project business case as it must consider and demonstrate alignment with strategic objectives the programme serves. It is more than a summation of the project business cases as it also includes the costs of required business changes and the costs of Benefits realization.

Within ESDC, smaller standalone projects typically develop the business case early in the life of the project and, if approved, only revisit it under extraordinary circumstances. The business cases for larger standalone projects as well as programmes, on the other hand, are regularly monitored, reviewed, and updated as necessary to ensure progress remains aligned to the strategic objectives. In the most serious case, an escalation of a major issue from one of the projects could result in the programme’s business case becoming unviable—hence the importance of the programme having ongoing visibility of project risks and issues.

Risks are uncertain events that, should they occur, will affect the achievement of objectives. Issues are unplanned events that have happened and require management action. Risk and issue management are very important to both projects and programmes—failure to manage them effectively may result in project / programme failure.

Effective management requires that risks and issues be identified, assessed, and controlled in order to reduce the likelihood and/or negative impact they may have. Risks and issues need to be managed throughout and beyond the life of the change initiative to ensure intended Benefits are realized. When projects and programmes end, any outstanding risks and issues should be transferred to ongoing operations.

The main difference in risk and issue management is that programmes must account for the aggregation of risks and issues from multiple projects and activities. This aggregation can lead to a compounding of effects with several low risks across multiple projects aggregating and compounding to become a high risk for the programme. For this reason, programmes must be fully aware of the risks and issues facing its projects.

Further, programmes are about coordinating multiple, related projects which, because they are related, will almost certainly have dependencies between them. A delay or change in what can be delivered from one project may have profound effects on other projects that require the output(s) when and as specified. The programme needs clarity on dependencies, including ongoing visibility of any changes, in order to manage the related risks and issues effectively.

The objective of both programmes and standalone projects is to enable the realization of expected outcomes and Benefits. Standalone projects (i.e. those outside a programme) need to describe the expected Benefits (typically in the project business case) as well as how and when Benefits will be measured to determine if they have been realized (typically in a Benefits review or realization plan). It’s important to note that some Benefits are likely to be realized after the project has closed, in which case the responsibility for reviewing and realizing these Benefits would shift to the business owner.

Programme projects (i.e. those within a programme) do not plan for the realization of Benefits as this is a programme responsibility. Rather, programme projects must understand the relationship between its output(s) and the programme benefit(s) they enable as well as ensure its output(s) are “fit for purpose.” Fit for purpose means the outputs meet the requirements of the programme and will enable the realization of expected programme outcomes and Benefits. Programme projects must provide visibility to the programme of any risks and issues that may impact its output(s), which in turn may impact the programme outcomes and Benefits.

Benefits management is at the very heart of programme management: programmes are primarily driven by the need to deliver Benefits. This is achieved by programme projects creating outputs, which build capabilities (e.g. new business processes, services, etc.), which transition into outcomes that serve the purpose of realizing Benefits for the organization.

Stretching from the conception of a programme to beyond its closure, Benefits management ensures the programme: does the right things (i.e. is aligned with strategy); focuses on the right set of Benefits; is aware of any positive and negative impact it might generate; and identifies, plans, validates, measures, and reviews Benefits.

Programme management is about delivering complex transformational change. It’s challenging work! Note: “programme” is spelled with an “me” on the end to distinguish investment programmes (which are about implementing change) from Government of Canada programs (which are about delivering benefits and services to Canadians), such as the Canada Pension Plan program.

Policy documents—such as policies, directives and standards—provide programme teams with important direction for how to go about managing a programme. They outline the key roles, responsibilities and accountabilities, governance requirements, the phases a programme goes through, the activities and deliverables within each phase, and the requirements for managing and realizing expected Benefits (note that the word “Benefits” which are realized from investment programmes and projects is capitalized to distinguish it from “benefits” delivered by a Government of Canada program, such as Old Age Security).

Treasury Board has published two policy documents that directly refer to the management of programmes. They are:

• Policy on the Planning and Management of Investments – Sets the direction for the planning and management of assets and acquired services to ensure that these activities provide value for money and demonstrate sound stewardship in program delivery.
• Directive on the Management of Projects and Programmes – Ensures that government projects and programmes are effectively planned, monitored, controlled and closed, so that the expected Benefits and results are realized for Canadians.

ESDC has published (or will soon publish) several policy documents and related guidance on programme management. ESDC’s policy documents support Treasury Board’s, providing further detail in the context of the department. They are:

• Policy on Project and Programme Management – Sets out the mandatory requirements for the management of all investment projects and programmes within ESDC.
• Directive on Programme Management – Provides direction on decision-making and governing activities within the ESDC programme management environment.
• Standard on Programme Management – Provides details of the ESDC Programme Management Life Cycle, the programme organization, change management within a programme, and projects within a programme.
• Directive on Benefits Management – Provides guidance for the management of programme and project Benefits within ESDC.
• Directive on Programme Assurance (not yet published) – Provides direction on conducting assurance activities related to ESDC programmes.

Those working directly in a programme environment or having an interest in programme management are encouraged to read the relevant policy documents shown above.

Complex transformational changes are big and challenging! They can fundamentally transform how an organization operates and delivers its services. They require both clients and staff to acquire new knowledge, learn new skills and behaviours, and may require a significant shift in organizational culture and style. Changes of this magnitude mean adopting and adapting the latest technologies to deliver the service experience clients demand while maximizing value and minimizing cost.

Programme management is an approach to managing complex transformational changes. Programmes are created in response to organizational strategy and priorities. While maintaining strategic alignment and remaining focused on the Benefits to be achieved, programmes design a set of related projects and change activities that will move the organization from its current state to the desired future state.

Projects and change activities are organized to deliver “step changes” in capability and performance. Each step brings the organization closer to the future state and delivers a portion of the Benefits expected to be achieved. Taking a step-by-step approach delivers some results sooner—“quick wins”—while allowing the programme to adapt to changing conditions and organizational priorities.

An example of complex transformational change is ESDC’s Benefits Delivery Modernization (BDM) programme which seeks to transform how services are delivered to clients—whether individuals, employers, or organizations—now and in years to come. As the service delivery landscape shifts with rapid advancements in technology, Canadians increasingly expect easy-to-access, simple and secure services. BDM will improve Canadians’ access to services and benefits, including accelerating application processes, which requires a complete business process and technology renewal for Employment Insurance, Old Age Security and the Canada Pension Plan.

Both public and private organizations have embraced programme management as an effective way to deliver complex transformational changes. In developing its programme management framework, ESDC has embraced Managing Successful Programmes (MSP®)¹ – a best practice approach which has been in use for over two decades. Considering ESDC’s requirements, the framework sets out the key roles and responsibilities, governance, organization, phases and deliverables for successful programme delivery.

Delivering complex transformational changes requires a programme management approach to ensure the programme remains aligned with organizational priorities and delivers expected results and Benefits.

¹ MSP® is a registered trade mark of AXELOS Limited.

There are three key leadership roles within all programmes: the Programme Sponsor; the Programme Manager; and the Business Change Manager (BCM). All three roles are filled with executive (EX) leaders to ensure they have the necessary seniority and authority to successfully deliver programmes. The Programme Sponsor and Programme Manager roles are filled with single individuals but there may be more than one BCM on a programme to ensure all areas of the business affected by the programme are appropriately represented. The Programme Manager and Business Change Manager(s) report to the Programme Sponsor for the purpose of delivering the programme.

The Programme Sponsor² is accountable for the programme, ensuring it meets its objectives and realizes the expected Benefits. Programme Sponsors are responsible for creating and communicating a clear and compelling vision for the programme, providing active leadership and direction, securing the necessary financial resources, establishing the programme’s governance arrangements, keeping key senior stakeholders engaged and informed, and ensuring appropriate assurance is in place. Programme Sponsors also appoint, chair, and set priorities for the Programme Board, which propels the programme forward to deliver outcomes and Benefits. Programme Sponsors need to be proactive and visible as the driving force for the programme, possess strong leadership and decision-making skills, and have the experience, character and personality that are right for the programme.

The Programme Manager is responsible for leading and managing the setting-up of the programme through to delivery of new capabilities, realization of Benefits, and programme closure. Programme Managers run the programme day-to-day on behalf of the Programme Sponsor. They plan, design and monitor the progress of programme, managing risks, resolving issues and initiating corrective actions as required. They maintain the integrity of the programme, developing and maintaining the programme environment to support each individual project within it. Projects must deliver outputs or services that meet the programme’s requirements—Programme Managers are responsible to ensure this happens. They manage the performance of the programme team and maximize the efficient allocation of resources and skills across the projects within a programme.

The BCM is responsible for realizing the resultant Benefits by embedding the new capabilities into business operations and facilitating business changes to exploit them. On every programme, the BCM(s) and Programme Manager must work in close partnership to ensure the right capabilities are delivered and that they are put to best use.

The role of the BCM is primarily Benefits-focused. BCMs are responsible for defining Benefits, defining the future operating state of the business area they represent, assessing progress toward realizing the Benefits, achieving measured improvements, and monitoring performance. They prepare their business area for change, ensuring affected business areas are ready for the transition to new ways of working and implementing new business processes, as required. They advise the Programme Sponsor on their readiness to change and they ensure business stability is maintained during the transition to the future operating state. In order to fulfill their responsibilities, BCMs must be “from the business” in order to provide a bridge between the programme and business operations. The ideal BCM has a deep understanding of the organization’s operational business, can identify, quantify and define Benefits, and is skilled in change management tools and techniques.

² The term “Senior Responsible Owner” is synonymous with “Programme Sponsor.”

Programmes are created to realize Benefits—they do this by changing “business as usual” and moving to a new way of operating. Any change requiring people to work differently means they will need to learn new skills and behaviours and adjust to the change. Change management deals with the “people side of change” and aims to help through the change as smoothly and quickly as possible. It’s critically important—failure of people to embrace new ways of working means Benefits will not be fully realized.

Fundamentally, change management within a programme considers what stakeholders require in order to move through a change smoothly and quickly and then planning and delivering appropriate change management activities. Some stakeholders may not be directly impacted by the programme and only require broad information while others’ jobs may be completely changed requiring extensive skill, knowledge, and behaviour development.

Within a programme, Programme Sponsors set the “tone at the top.” They are responsible for engaging key stakeholders early and at key milestones, leading the engagement with high-impact stakeholders, and showing visible leadership and commitment to the success of the programme. During times of change, staff look to the leader to provide direction and a clear vision of where the change will take them and why they should embrace it.

Programme Managers are responsible for developing and implementing the strategy for stakeholder engagement as well as the plan for change management activities, such as communications and training. They ensure effective communication with stakeholders, within the programme, and with programme project teams. They control and align communications within the programme (including the programme’s projects) to ensure consistent messaging that addresses stakeholders’ needs.

The Business Change Manager (BCM) role is unique to programmes, recognizing the degree of complex transformational change programmes deliver. BCMs take specific responsibility for stakeholder engagement in their area, leading the preparation for, transition to, and reinforcement of new ways of working. They are significant contributors to stakeholder profiles which provide information on how the change will impact different individuals and groups. They lead many of the change management activities and are key communicators in their area, building support and addressing resistance to the change. BCMs are supported by a Business Change Team which has the necessary capacity, expertise, skills and experience to deliver effective change management activities.

Business Change Teams (BCT) help Business Change Managers take their business areas through the change. They consider the interests and needs of the individuals and groups in the area and ensure they are thoroughly prepared for the transition. The team’s focus is on helping people through the transition as smoothly as possible and providing support as people are learning and adapting to new ways of working.

The size and composition of the BCT will change over the life of a programme and should be reviewed at key milestones. In early phases, only minimal support may be required to assist with communications activities. As project outputs and capabilities are being produced, the BCT may be assessing stakeholder requirements, developing training materials, planning the transition, and augmenting the team to provide support during the transition period. Depending on the design and requirements of the programme, there may be more than one BCT to support multiple BCMs.

Reporting to and acting on behalf of the BCM, the BCT requires change management skills and operational knowledge and experience. They need to plan and deliver change management activities with an understanding of when and how to involve key programme leaders as well as supervisors and managers who have direct influence with front-line staff. BCTs should expect and plan for resistance to the change, proactively identifying where resistance might originate and how it will be addressed.

Programmes are major undertakings, often involving and affecting large numbers of people and organizations as well as generating a substantial volume of information. The Programme Management Office (PgMO) is the nerve centre and information hub of the programme, with all information, communication, monitoring and control activities for the programme being coordinated through the PgMO.

It’s important to note that the PgMO is not necessarily a physical office, rather, it should be thought of as the central coordination function of the programme. Depending on the size of a programme, staffing of the PgMO could range from a single individual to a large group of individuals with specialized roles and responsibilities. It’s also possible that the PgMO is a shared resource between multiple programmes.

The PgMO is designed to support delivery and change activities and may include expertise in planning, scheduling, project management, procurement, financial analysis, risk and issue management, configuration management, information management, administration, etc.

In the same way an architectural blueprint provides the details of a building, the programme Blueprint provides details of an organization. Driven from the programme vision, the programme Blueprint is a model of the future organization, its working practices and processes, the information it requires and the technology that supports its operations once the programme has been successfully delivered. Programme Blueprints are critically important to the success of programmes in order to design the right set of projects and change activities and validate that Benefits are achievable.

In addition to describing the future state of the organization, programme Blueprints also describe the current state. Analysis of the gap between current and future provides the basis for determining the set and sequence of projects required to realize the expected Benefits. The Programme Manager is responsible for organizing activities to ensure the programme Blueprint is appropriately authored and approved. However, it is important to note that Business Change Managers, who have knowledge of what the business does and how it will function in the future, are the main contributors.

The current and future states are described across four dimensions: processes, organizational, technology and information (referred to as the POTI model). The processes dimension describes business and service delivery processes, business models and functions, including operational costs and performance levels. Within the organizational dimension, the organization structure, staffing levels, roles, skills requirements, culture and supply chain are described. The technology dimension includes technology, buildings, IT systems and tools, equipment, machinery and accommodation. Last, information and data are described within the information dimension. The gaps within each of these four dimensions allow for deeper analysis and planning.

Programme Blueprints are challenging to develop and can take considerable time. That’s because it’s difficult to envision the future in sufficient detail to determine the right set of projects, validate that Benefits can be achieved, and determine that it makes sense to proceed given the estimated cost. In most cases, there will be more than one way to create or acquire the necessary outputs, each option with its own costs, timescales and risk, and each enabling different degrees of improvement. Programme Blueprint development is done iteratively in order to explore and determine the optimal model of the future organization that maximizes Benefits, minimizes costs and risks, and produces an acceptable Programme Business Case.

In response to Treasury Board’s Directive on the Management of Projects and Programmes, ESDC has put a programme management framework in place which provides clarity on how programmes are governed and controlled, including how decisions are made within the programme environment. The ultimate objective is that ESDC’s programmes are effectively planned, implemented, monitored and controlled, and closed to enable the realization of the expected Benefits and results for Canadians.

The key programme leadership roles are clearly defined, including accountabilities and responsibilities. For example, the Programme Sponsor is accountable for programme success and is responsible for appointing the members of the Programme Board. The Programme Manager is responsible for day-to-day management of the programme and the Business Change Manager is responsible for leading the transition of the business in their operational area. Clear roles and responsibilities “frame” the decisions that each role can make.

Programme governance strategies set the context within which a programme must operate. For example, although accountable for programme success, a Programme Sponsor cannot unilaterally decide that the programme will operate outside of any applicable policies and requirements. There are seven governance strategies within the ESDC programme management framework covering the management of Benefits, information, resources, risks and issues, and quality and assurance as well as stakeholder engagement and monitoring and control.

Governance committees, specifically Project Boards, the Programme Board, the programme Sponsoring Group and the Major Projects and Investments Board (MPIB) have key decision-making responsibilities for programme delivery and oversight and assurance. For example, MPIB decides if an investment initiative should proceed as a programme and the Sponsoring Group decides if a programme will proceed from one phase to the next. For particularly large programmes requiring Treasury Board funding, Treasury Board decides if the programme is approved and if expenditures are authorized.

To ensure information is raised to the appropriate decision-making body, there are defined reporting paths and, in cases where an individual or committee is unable to make a decision for whatever reason, there are defined escalation paths. Project Boards report to the Programme Board, which reports to the Sponsoring Group, which reports to the Portfolio Management Board, which is the highest-level governance committee at ESDC and is chaired by the Deputy Minister. Executive Project Sponsors escalate issues to the Programme Sponsor who escalates issues to the Deputy Minister.

Last, ESDC has embraced the Senior Designated Official (SDO) role which has a broad set of responsibilities for establishing and maintaining a department-wide programme management framework to ensure ESDC’s programmes are effectively planned, implemented, monitored and controlled, and closed to enable the realization of the expected Benefits and results for Canadians.

Programme governance strategies set out the ‘why’ and ‘how’ of the approach a programme will take to achieve its final outcomes and Benefits. They include the policies, standards, requirements and responsibilities related to each governance topic. As part of its programme management framework, ESDC has defined the following seven (7) governance strategies:

• Benefits Management – the delivery framework for identifying, prioritizing and achieving Benefits.
• Information Management – how programme information will be catalogued, filed, stored and retrieved, and how the programme will create and manage information.
• Resource Management – resources to be utilized by the programme, including finances, people, systems, accommodation, facilities, etc.
• Risk and Issue Management – how the programme will identify, assess, and respond to risks and how issues will be managed consistently across the programme, including how any resulting changes will be managed.
• Quality and Assurance Management – how the delivery of quality activities will be incorporated into the management and delivery of the programme.
• Stakeholder Engagement – who the stakeholders are, what their interests and influences are likely to be, and how the programme will engage them.
• Monitoring and Control – how the programme will monitor progress in terms of expected and actual delivery of outputs, outcomes and key milestones.

Standard templates, one for each programme governance strategy, have been developed for programmes to use. Depending on the specific objectives and requirements of a programme, programme governance strategies may be modified, with approval.