Chapter 3: Governance & Approval Criteria
A programme is not a collection of projects; it is a system for delivering coordinated strategic outcomes and shared business benefits.
Purpose
Programme governance ensures that multiple related projects collectively deliver the intended strategic outcomes, benefits, and business value. It provides a coordinated decision-making structure above the project level, enabling timely escalation, benefit tracking, dependency resolution, and strategic alignment.
Programme Governance Structure
Programme Board
Provides strategic oversight for the programme. Approves major decisions, changes, and scope adjustments at programme level. Chaired by the Programme Sponsor, includes senior functional leaders, Programme Manager, governance representative, and Benefits Owners.
Programme Manager
Leads day-to-day programme delivery coordination. Reports on progress, risks, dependencies, and benefits to the Programme Board.
Programme Change Lead
Coordinates project-level change managers to ensure consistent messaging, stakeholder engagement, and adoption across the programme.
Benefits Owners
Accountable for realising benefits as defined in the Benefits Realisation Plan.
Programme Gate Model
| Gate | Purpose | Aligned Project Stages | Approval Criteria | |——|———|————————|——————-| | P0 — Mandate | Approve initial programme concept, scope, and expected outcomes. | Before first project P0 | Mandate approved. Initial benefits identified. Sponsor and PM assigned. | | P1 — Initiation | Approve Charter, governance, and roadmap. | After first project P1 | Charter approved. Board established. Benefits Register drafted. | | P2 — Planning | Approve detailed plan, benefits, dependencies, and risk register. | During early P2 | Benefits Plan approved. Interdependency Map approved. Schedule agreed. | | P3 — Execution | Validate mid-programme performance and benefit progress. | Across P3/P4 | Benefits forecast approved. Dependencies reviewed. Dashboard approved. | | P4 — Closure | Confirm benefits delivered and close governance. | After final project P5 | Benefits Report approved. Closure report signed. Lessons documented. |
Governance Requirements
- Programme Board Meetings: Minimum monthly during delivery.
- Integrated Reporting: Projects submit updates to Programme Manager, who produces consolidated Programme Dashboard.
- Escalation Path: Issues unresolved at project level escalate to Programme Board.
- Decision Rights: Approve project additions/removals, approve scope/budget changes, resolve resource conflicts.
Programme Gate Success Criteria
- Strategic Alignment: Programme remains aligned with portfolio and corporate strategy.
- Benefits Readiness: Benefits plan is up-to-date, measurable, and owned.
- Dependency Management: All critical dependencies identified, monitored, and under control.
- Risk Control: No unmitigated high-impact risks without agreed action plans.
- Resource Alignment: Programme resources are sufficient, funded, and confirmed.