ABSTRACT
A programme is like a business. It has finance and administration. It exerts control and has suppliers and customers. Whether a high-speed rail link is being constructed or whether a company merger is being effected, the same principles for strategic change apply. A programme is designed to be end-to-end in order to fulfil its strategy. Although programme management is a discipline well suited to change, it is best undertaken within a culture that has corporate buy-in to the management of change. There is no point implementing a company programme management method without addressing the complete corporate requirements for the management of change. Today programmes are increasingly far-reaching and global, and may involve consortia of many organisations. There are still small and well-contained programmes.
