ABSTRACT

Programmes have been described as ‘a vision with no clear path to get there’. At the inception, the vision may be great, but the technology and architecture of the future state may not even exist or be mature enough to execute predictably. Requirements for projects must not only be collected and managed – they must be created. Even before valuable and scarce resources are committed to defining the detail, the programme must be evaluated to understand if the programme vision is achievable and the business case is feasible. In many cases, only the first stages of the programme can be determined and the programme must adopt a certain amount of management agility to iteratively make its way to the final solution for the future state.