"Other times a business recognises that without a transformation, creating new ways of operating and new structures, the very existence of the business is threatened."

"Change Management Programmes are often difficult, but if the communication is clear about why the programme is happening the people in the organisation contribute to make it happen."

"Senior stakeholders must see the programme as a priority. It helps if the Programme Manager is reporting to the highest level within the organisation."

Typical business situations which require Programme Management encompass any type of strategic change for an organisation; process improvement, cost reduction, mergers and acquisitions, demergers or disposals. Other times a business recognises that without a transformation, creating new ways of operating and new structures, the very existence of the business is threatened.

From my twenty five years experience of Programme Management, it's become clear, as in every area of management, that good communication with all stakeholders — including all levels of staff — is absolutely crucial. Running a programme can be compared to being a mini Managing Director. Change management programmes are often difficult, but if the communication is clear about why the programme is happening the people in the organisation contribute to make it happen.

From the start it is important to be aware of the risks and issues that you are likely to face. With experience it is possible to gauge the level of the risk and to be able to react to rapidly emerging and changing situations. That again, comes back to good communication, as you work through and with people to resolve difficult and unexpected situations. A clearly thought out communication process increases the likelihood of success.

Another vital characteristic of successful Change Management Programmes is the support of the senior client stakeholders, for both the change and the means of producing that change. They must see the programme as a priority. It helps if the programme manager is reporting to the highest level within the organisation. If support and sufficient priority are not in place then success is unlikely. It's about team work and mutual respect between those leading the programme and those working on it. Delegation is an absolute must and in many situations the programme manager is involved in coaching and mentoring, helping those in the team to understand the risks, face the challenges and minimise the mistakes and errors. Even though there is no substitute for knowledge and experience it can be shared.

One Change Management Programme I recently managed consisted of forty separate projects, each with a project manager reporting weekly on their individual project's progress. This complex, multi-faceted programme, ensured that each project received adequate resources in terms of budget and the right personnel and depended on clear and disciplined time management.

John Bridges