Much of the best practice guidance for Programme Boards has evolved from and built on the disciplines of project management and there are well established bodies of knowledge to draw on. But these tend to focus on ways of managing risk and controlling change in the delivery of the content of the programme – rather than the qualities and effectiveness of the Board that is in charge of that delivery. But what if we looked at major programmes through a different lens – and thought of them as businesses, scrutinised by a Board with many of the same challenges and requirements as those of PLC Board.
See our new article in Governance magazine