Ten Reasons to Run an Initiative as a Programme
In This Chapter
Employing parts of programme management
Recognising when to start an emergent programme
Using programme management to deal with risk and uncertainty
In Chapter 22, I provide three tests to help you decide whether to treat a change initiative as a project or a programme. But sometimes the world isn't that clear; you may not have a sufficiently broad perspective on your change initiative to make an easy and absolute one-thing-or-the-other decision.
So in this chapter, I provide ten symptoms that, if you spot them in your change initiative, suggest you need to think seriously about running it as a programme. I also include a number of illustrative examples from the real world to help clarify the situations. Frequently, the result is an emergent programme (one that evolves from concurrent projects; see Chapter 2 for details).