Programme Governance

Programme governance establishes the framework for decision-making, oversight, and control that enables programmes to deliver strategic objectives while managing complexity and risk.

What is Programme Governance?

Definition: Programme governance is the framework of authority, accountability, and decision-making that ensures a programme remains aligned with strategic objectives and delivers its intended benefits.

Programme governance differs from project governance in scale, complexity, and strategic focus:

Aspect Project Governance Programme Governance
Focus Delivery of outputs Realisation of outcomes and benefits
Scope Single project Multiple related projects
Timeframe Defined end date May be ongoing/evolving
Change Controlled, minimised Expected, managed
Stakeholders Project-specific Strategic, cross-functional

Governance Principles

Principle Description
Clear accountability Defined roles and decision rights
Strategic alignment Connected to organisational strategy
Appropriate oversight Right level of control for risk
Transparent decision-making Documented, auditable decisions
Benefits focus Prioritise outcome over output
Stakeholder engagement Involve right people at right time
Continuous assurance Ongoing health checks and reviews

Governance Structure

Typical Programme Organisation

flowchart TD A[Sponsoring Group/
Investment Board] --> B[Programme Board] B --> C[Programme Manager] C --> D[Business Change
Manager] C --> E[Project
Managers] C --> F[Programme
Office] classDef blue fill:#108BB9,stroke:none,color:#fff class A,B,C,D,E,F blue

Key Roles

Role Accountability
Senior Responsible Owner (SRO) Ultimate accountability for programme success
Programme Board Strategic direction and major decisions
Programme Manager Day-to-day programme leadership
Business Change Manager Benefits realisation and change adoption
Project Managers Delivery of constituent projects
Programme Office Coordination, reporting, standards

Senior Responsible Owner (SRO)

The SRO is the single point of accountability for the programme.

SRO Responsibilities

Area Responsibilities
Ownership Owns the business case, benefits, and outcomes
Leadership Provides visible leadership and sponsorship
Governance Chairs programme board, ensures effective governance
Decisions Makes key decisions, resolves escalations
Resources Secures funding and resources
Stakeholders Manages senior stakeholder relationships
Assurance Ensures appropriate assurance and controls

SRO Time Commitment

Programme Size Typical SRO Time
Small 1-2 days/month
Medium 2-4 days/month
Large 1 day/week or more
Transformational Potentially full-time

Programme Board

Purpose

The Programme Board provides strategic direction and oversight, making decisions that are beyond the Programme Manager’s authority.

Composition

Member Role
SRO (Chair) Ultimate accountability
Programme Manager Delivery lead (typically non-voting)
Business Change Manager Benefits and change
Senior Supplier Delivery capability
Key business stakeholders Affected areas
Finance representative Financial oversight
Programme Office Secretariat (non-voting)

Board Responsibilities

Responsibility Activities
Strategic direction Align programme with strategy, approve vision
Decision-making Approve plans, changes, exception requests
Oversight Monitor progress, risks, benefits
Resources Approve funding, resolve resource conflicts
Escalations Handle issues beyond PM authority
Assurance Commission reviews, act on findings

Meeting Cadence

Meeting Type Frequency Focus
Full Board Monthly Strategic decisions, major issues
Working Group Weekly Operational coordination
Exception As needed Urgent decisions
Stage Gate At transitions Go/no-go decisions

Decision-Making Framework

Decision Rights Matrix

Decision Type Programme Manager Programme Board Sponsoring Group
Day-to-day operations Approve Inform -
Project changes < £50k Approve Inform -
Project changes £50k-£250k Recommend Approve Inform
Project changes > £250k Recommend Recommend Approve
New project addition Recommend Recommend Approve
Schedule change < 4 weeks Approve Inform -
Schedule change > 4 weeks Recommend Approve Inform
Benefits target change Recommend Approve Inform
Programme closure Recommend Recommend Approve

Escalation Path

flowchart LR A[Issue
Identified] --> B{Within PM
Authority?} B -->|Yes| C[PM
Resolves] B -->|No| D{Needs
Board?} D -->|Yes| E[Programme
Board] D -->|No| F[SRO
Decision] E --> G{Resolved?} G -->|No| H[Sponsoring
Group] G -->|Yes| I[Implement] F --> I H --> I classDef blue fill:#108BB9,stroke:none,color:#fff class A,B,C,D,E,F,G,H,I blue

Tolerances and Thresholds

Programme Tolerances

Dimension Green Amber Red
Budget Within 5% 5-10% variance >10% variance
Timeline Within 1 month 1-3 months >3 months
Benefits Within 10% 10-20% reduction >20% reduction
Scope Minor changes Significant changes Major replanning
Risk exposure Acceptable Elevated Critical

Exception Triggers

When tolerances are breached, an exception report is required:

  • Forecast to exceed approved budget
  • Milestone slip affecting programme end date
  • Benefits shortfall requiring business case review
  • Major risk materialises
  • Significant scope change proposed

Assurance Framework

Lines of Defence

flowchart LR A[1st Line:
Programme Team] --> B[2nd Line:
Programme Office/PMO] B --> C[3rd Line:
Independent Assurance] classDef blue fill:#108BB9,stroke:none,color:#fff class A,B,C blue
Line Focus Activities
First Delivery controls Quality checks, peer review, testing
Second Oversight PMO reviews, stage gates, reporting
Third Independence External reviews, audit, gateway reviews

Assurance Activities

Activity Timing Owner
Health checks Monthly Programme Office
Stage gate reviews At transitions Programme Board
Gateway reviews At key stages Independent reviewers
Benefits reviews Quarterly Business Change Manager
Financial reviews Monthly Finance
Audit Annual or as required Internal Audit

Reporting and Communication

Reporting Hierarchy

Report Audience Frequency Content
Programme Dashboard All stakeholders Weekly Status summary
Programme Report Programme Board Monthly Full status, risks, issues
Executive Summary Sponsoring Group Monthly Headlines, decisions
Benefits Report Board + Sponsors Quarterly Benefits tracking
Financial Report Finance + Board Monthly Budget status

Information Flow

flowchart TD A[Project Status
Reports] --> B[Programme
Office] B --> C[Programme
Report] C --> D[Programme
Board] D --> E[Executive
Summary] E --> F[Sponsoring
Group] classDef blue fill:#108BB9,stroke:none,color:#fff class A,B,C,D,E,F blue

Stage Gates

Purpose

Stage gates provide formal decision points to assess programme health and approve continuation.

Typical Stage Gates

Gate Timing Decision
G0: Concept Before initiation Approve concept and funding
G1: Definition After planning Approve full business case
G2: Delivery Major tranches Continue/adjust/stop
G3: Transition Before go-live Approve implementation
G4: Closure Post-implementation Confirm closure, lessons

Gate Review Criteria

Area Questions
Business case Still valid? Benefits achievable?
Progress On track? Issues resolved?
Risks Acceptable? Mitigations effective?
Resources Available? Capability sufficient?
Stakeholders Engaged? Concerns addressed?
Readiness Ready for next stage?

Programme Office

Functions

Function Activities
Planning & Scheduling Master schedule, dependencies, milestones
Reporting Consolidate status, produce reports
Risk & Issue Management Aggregate risks, track issues
Financial Tracking Budget monitoring, forecasting
Change Control Process changes, maintain baselines
Document Management Standards, templates, repository
Governance Support Meeting coordination, actions
Assurance Health checks, compliance

Programme Office vs PMO

Programme Office PMO
Dedicated to one programme Serves multiple programmes/projects
Reports to Programme Manager Reports to Head of PMO
Focus on programme delivery Focus on standards, methodology
Temporary (programme duration) Permanent organisational function

Governance Documentation

Key Documents

Document Purpose
Programme Mandate Initial authorisation
Programme Brief Outline scope and approach
Programme Definition Document Full programme definition
Business Case Justification and benefits
Benefits Realisation Plan How benefits will be achieved
Programme Plan Master schedule and approach
Governance Framework Roles, responsibilities, processes
Terms of Reference Board composition and operation

Common Governance Challenges

Challenge Mitigation
Unclear accountability Document RACI, enforce single ownership
Slow decision-making Define decision rights, escalation paths
Board not engaged Right membership, prepared meetings
Over-governance Right-size controls to risk
Under-governance Ensure minimum viable controls
Conflicting priorities Clear programme objectives, arbitration
Stakeholder politics SRO leadership, transparent process

Governance Checklist

Setup

  • SRO appointed with appropriate authority?
  • Programme Board established with right membership?
  • Roles and responsibilities documented?
  • Decision rights matrix defined?
  • Tolerances set and agreed?
  • Escalation paths clear?
  • Meeting cadence established?
  • Terms of Reference approved?

Ongoing

  • Board meetings effective?
  • Decisions being made in timely manner?
  • Escalations handled appropriately?
  • Reporting providing right information?
  • Assurance activities happening?
  • Governance adapting to programme needs?
Last updated: 13 January 2026