GPM First
Chapter 10 of 59 Checklists For Project And Programme Managers (978-0-5660-8775-2) by Rudy Kor and Gert Wijnen

Starting and Executing Your Programme – Checklists


You can use the checklists in this chapter to start, specify, manage and control the progress of your programme. You will have executed your programme successfully when the programme outcomes are accepted by the owner, made operational and all maintenance and user instructions are provided for. By then you will have completed the start-up, implementation and shutdown stages of your programme.

Most programmes involve many people from very different organisations. Frequently these people are all pursuing different, sometimes conflicting, goals. A programme begins by determining these goals. As long as these have not been specified sufficiently clearly, carrying out any non-managerial effort is a risky business. Good goal specification is the basis of a good programme plan. And this process is an important part of the start-up stage of the programme.

Figure 10.1 A programme serves various (conflicting) goals


You will need to avoid or overcome several pitfalls when starting and executing your programme:

  • It may not be clear what does not belong in the programme; the programme boundaries have yet to been determined.

  • The target groups, users and ‘victims’ may not have been identified and are often changing their opinions and positions.

  • No analysis may have been made of the relevant players in the environment.

  • The programme may have little or no support.

  • Only the interesting work has been recognised by those taking part in the programme.


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