Programme set-up, recovery and approvals

You have a requirement or strategic commitment, but ownership, funding or the delivery structure is not yet clear.

I work with the sponsor and delivery partners to define the programme, agree responsibilities and establish a practical route to mobilisation. That includes bringing together the people who need to make decisions and testing whether the proposed arrangements can work.

Depending on the assignment, outputs can include a programme definition, costed delivery plan, governance and decision arrangements, and a mobilisation plan covering the main risks and dependencies.

Delivery has stalled, responsibilities are unclear, or supplier performance is putting the programme at risk.

I establish the delivery position, identify the decisions and dependencies holding progress back, and work with the sponsor, delivery team and suppliers to restore control. That means agreeing a credible recovery plan, making accountability clear and checking progress against evidence.

Depending on the assignment, outputs can include a delivery assessment, prioritised recovery plan, supplier milestone and assurance arrangements, and reporting that supports timely decisions.

A business case or major programme decision needs stronger evidence, a deliverable plan or agreement across policy, commercial and delivery teams.

I help bring the submission together, define how delivery will be managed and establish the governance and assurance needed for the decision. The assignment can focus on specific business-case content, delivery arrangements or coordination through the approval process.

Depending on the assignment, outputs can include management-case content, contributions to the strategic case, delivery and assurance plans, and a schedule of decisions and supporting evidence.