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Summary
Many programmes are actually not recognised as such
and are managed as if they are projects. The result
is that many programmes fail to deliver the business
value expected from them.
This paper describes the characteristics which distinguish
programmes from projects. It provides guidance on the
management factors critical to success and highlights
communication in its many forms as a key area. Six common
pitfalls to avoid are described, and the programme management
skills needed for the future.
The paper includes a diagnostic checklist for a rapid
analysis of programme health.
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