Abstract
Programs are increasingly seen as the vehicle for delivery of strategic goals. But they are more than that. As organisations move away from running stand-alone projects, and set their business cases at the program level, then programs become the standard model for creating value and delivering change. It will also be the level at which organisations run most of their steering committees, and so it is the level at which most people carrying out a governance role will gather.
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Reference
Hope, J., & Fraser, R. (2003). Beyond budgeting: How you can break free from the annual performance trap. Boston: Harvard Business School.
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Knapp, M. (2018). Program Governance Framework. In: Enterprise Portfolio Governance. Management for Professionals. Springer, Singapore. https://doi.org/10.1007/978-981-10-7838-5_10
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DOI: https://doi.org/10.1007/978-981-10-7838-5_10
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