Last updated on May 13, 2024

What's the best way to choose a program delivery approach and governance structure?

Choosing a program delivery approach and governance structure is a critical decision for any program manager. It can affect the success, cost, quality, and stakeholder satisfaction of your program. But how do you know which approach and structure are best suited for your program context, objectives, and constraints? In this article, you will learn some key factors and steps to consider when making this decision.

1 Program Delivery Approach

When selecting a program delivery approach, it is important to consider the complexity, uncertainty, and risk of your program, the alignment and stability of scope, schedule, and budget, the availability and maturity of resources and processes, and the expectations and preferences of stakeholders and sponsors. Choosing the right approach can range from traditional, sequential, and waterfall methods to agile, iterative, and adaptive methods. To make the best decision for your program requirements and context, you should evaluate the pros and cons of each approach before making your selection.

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Fernando Moreira

Program Director | Management Consultant
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Agile is suitable for its flexibility, collaboration, and ability to deliver value in phases, but the umbrella over the whole program is often handled in Waterfall, which has a good structure and anchor for long term programs. The best option is to use a hybrid approach of these two methodologies, taking advantage of Agile flexibility and Waterfall structure. While choosing the delivery approach consider the probability of changes, the stakeholder's expectations and the maturity level of the technologies being used (AI, 5G, …). Programs seeking innovation or disruption, navigating in the unknown should start with a design thinking process and once the prototype is ready, start the implementation with the hybrid approach proposed above.

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Giovanni Sisinna

🌟LinkedIn Top Voice: Generative AI, Artificial Intelligence, Neural Networks, NLP, LLMs, Portfolio-Program-Project Management, Technological Innovation, Management Consulting🌟AI Advisory-Director Program Management
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In my experience, aligning the method with the program's nature is key. Traditional approaches suit projects with set requirements, while agile fits those expecting changes. Consider stakeholder preferences: regular updates and flexibility suggest agile, while set milestones point to traditional methods. 💡 Sometimes, a hybrid approach, combining both methodologies, offers the right balance of structure and adaptability.

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2 Program Governance Structure

When creating a program governance structure, you should take into account the size, diversity, and interdependence of your program team and stakeholders, as well as the culture, values, and norms of your program organization and environment. Additionally, consider the degree of autonomy, empowerment, and innovation you want for your program team and stakeholders. Lastly, assess the frequency, quality, and transparency of your program communication and reporting. Once you have assessed these factors, compare the benefits and challenges of different structures to select the one that best supports your program vision and goals. A program governance structure can range from centralized, hierarchical, and formal structures to decentralized, flat, and informal structures.

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Rui Cruz
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Something that is often overlooked, in Governance, is an extreme approach to management layering. If a cake has too many layers, it really lacks the connecting factor of the ingredients.

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Thierry Meyer

Program Management Office Lead @ Euro-Information | ex-McKinsey ex-Accenture
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In my past experience I have seen program governance structures with too many "coordination" bodies, even if they are called something like "steering committee". These structures supervise, get a lot of reports, but barely make any decision because they don't hold any power : they can't launch, put on hold, or terminate a project, and can't allocate resources. Yet they generate a lot of reporting that eventually serves no practical purpose. The question to ask for each governance body is the one about decision power. As a natural consequence, it will also drive the selection of the body members.

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3 Program Delivery and Governance Alignment

Choosing a program delivery approach and governance structure is not enough. You need to ensure that they are compatible with your program strategy and objectives, as a mismatch between them can cause confusion, conflict, and inefficiency. To avoid this, you should align your program delivery approach and governance structure with your program business case, benefits management plan, and stakeholder engagement plan. Involving your program team and stakeholders in the selection and implementation of these components is also essential. Additionally, you should review and adjust them as your program evolves and adapts to changing conditions and needs.

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4 Program Delivery and Governance Best Practices

Choosing a program delivery approach and governance structure is not a one-time event, but instead requires constant monitoring, evaluation, and improvement. To ensure success, you should establish clear and realistic program objectives, scope, and deliverables; define and document your program delivery approach and governance structure; use appropriate tools and techniques to plan, execute, monitor, and control your program activities and outcomes; foster a culture of trust, collaboration, and learning among your program team and stakeholders; and seek feedback from your program team and stakeholders to apply to your program delivery approach and governance structure.

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5 Program Delivery and Governance Resources

Making a decision on a program delivery approach and governance structure can be difficult, but there are numerous resources and sources of guidance available to assist you. The Program Management Institute (PMI) offers the Standard for Program Management, the Program Management Professional (PgMP) certification, and other resources and events for program managers. The Agile Alliance provides the Agile Practice Guide, the Agile Program Management (APM) certification, and other resources and events for agile program managers. The International Organization for Standardization (ISO) publishes the ISO 21500:2012 standard on project, program, and portfolio management. Additionally, a Project Management Office (PMO) can support your program delivery approach and governance structure with policies, procedures, templates, tools, and best practices.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Rajveer Prasad

The Pragmatic Agile Coach | I coach Individuals and Enterprises succeed in MM$ Programs & Projects | Transforming Practices & Behaviour | 1:1 Consults and Cohorts
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NO matter which approach you select based on all the information available. If you are dabbling with multiple approaches, consider a small Pilot. Use it as an experiment and scale on its success or adjust.

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What's the best way to choose a program delivery approach and governance structure?

1

2

3

4

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6

1 Program Delivery Approach

2 Program Governance Structure

3 Program Delivery and Governance Alignment

4 Program Delivery and Governance Best Practices

5 Program Delivery and Governance Resources

6 Here’s what else to consider

Program Management

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What's the best way to choose a program delivery approach and governance structure?

1

2

3

4

5

6

1 Program Delivery Approach

2 Program Governance Structure

3 Program Delivery and Governance Alignment

4 Program Delivery and Governance Best Practices

5 Program Delivery and Governance Resources

6 Here’s what else to consider

Program Management

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