Ebook – Are you jumping the gun? …and putting your programs in the firing line?

Last time your company ran a business-critical program, how did the management team organise to get the job done? Did they choose an approach – and implement it – before the uniqueness of the work was understood?

The odds are they did – and probably chose one of these approaches.

1. Allowed each function do its own thing, relying on cooperation between them. They may even have appointed a Program Manager to coordinate individual functions.Handed the lead role to the Director most affected by the change to delegate downwards. Usually to the biggest function.

2. Handed the lead role to the Director most affected by the change to delegate downwards. Usually to the biggest function.Selected a Program Director and gave him the authority and resource to get the job done. This doesn’t happen often.

3. Selected a Program Director and gave him the authority and resource to get the job done. This doesn’t happen often.Split responsibilities between functions in some incomprehensible way. Usually for “political” reasons – to cater for executives with fragile egos who feel left out.

4. Split responsibilities between functions in some incomprehensible way. Usually for “political” reasons – to cater for executives with fragile egos who feel left out.

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