There is a core set of skills that are critical for those involved in the successful management of programmes:  stakeholder engagement, structuring programmes, managing governance and funding processes, and resource management.     However the size and political significance of programmes are such that these skills do not typically all sit with the programme manager.  The programme manager’s principal skill areas include identifying constituent projects and developing their business cases, developing and implementing an agreed governance model for the programme, implementing and managing programme finances and resources, and monitoring and controlling the programme’s execution.

Other important programme skills often sit with a ‘programme director’, for example developing and gaining agreement for the programme’s vision, defining the programme’s governance model (and its interfaces with the corporate governance); a ‘design authority ‘ who is likely to be involved in defining the new operating model and confirming its consistence with corporate strategy); or ‘business change managers’ who are likely to focus on ensuring the effective implementation into the line, and enabling benefits realisation).