In large organisations, the simultaneous delivery of multiple programmes is standard, especially in sectors where complex projects run in parallel. However, if these initiatives are led in isolation without integration or interdependency checks, the risks can multiply, leading to inefficiencies, resource conflicts, and strategic misalignment.
Best practices highlight the importance of integrated programme management to ensure cohesive progress and align with broader business objectives.
Duplication of efforts
When programmes operate in silos, there is a high risk of duplication, where multiple teams may unknowingly work on similar initiatives or compete for the same resources.
These issues not only drain finances but also create operational inefficiencies. For example, in 2019, Facebook faced challenges in developing overlapping features for its various platforms, including WhatsApp, Instagram, and Messenger, without cohesive integration.
This led to duplicated work and stretched resources. Facebook could have optimised resources, streamlined workflows, and accelerated feature delivery without redundancy by integrating programmes and checking inter-dependencies.
Organisational goals
Programmes managed in isolation can quickly diverge from organisational goals and strategies, as each project might set its specific direction without alignment with the company’s broader vision. In 2017, General Electric (GE) undertook multiple restructuring programmes to focus on different areas of its business.
However, the lack of a cohesive programme strategy led to fragmented efforts that ultimately diluted GE’s core focus and delayed its progress. Integrating programmes with regular strategic alignment checks ensures that all initiatives work in tandem toward shared goals, enhancing overall impact and accountability.
Increased operational risks
Programmes in isolation also carry a higher operational risk, as one project’s challenges or delays may impact others if dependencies aren’t identified upfront. For instance, Boeing faced issues developing its 737 Max aircraft due to segmented programme management.
The lack of coordination across teams led to overlooked technical dependencies and testing requirements, which contributed to safety oversights.
Best practices recommend conducting inter-dependency checks to identify cross-project risks early, preventing isolated problems from escalating into more significant organisational challenges.
Slower delivery times
The absence of integrated management limits an organisation’s agility in responding to changes, such as market shifts, regulatory updates, or new customer demands.
In 2018, Deutsche Bank attempted a significant overhaul involving multiple independent initiatives to reduce costs and enhance digital transformation. However, the isolated approach led to slow progress, as the lack of integration between programmes hindered the bank’s ability to adapt to fast-paced market demands.
Effective integration enables organisations to pivot quickly and reallocate resources dynamically, accelerating delivery times and improving adaptability.
Compromised stakeholder satisfaction
Stakeholders expect cohesive results and seamless delivery from their partners, and isolated programmes risk failing to meet these expectations.
For instance, in 2020, Rolls-Royce faced challenges in delivering several concurrent programmes to cut costs and improve profitability, including a significant workforce restructuring. The lack of coordination among these programmes led to mixed results, causing delays and impacting investor confidence.
To prevent such scenarios, organisations should adopt a centralised management structure that provides transparency, aligns programmes with stakeholder expectations, and improves overall satisfaction.
Integrated programme management
To avoid these risks, companies should adopt best practices that support integrated and inter-dependent programme management:
- Establish a centralised Programme Management Office (PMO) that can coordinate projects, oversee dependencies, and ensure that resources are optimally allocated.
- Regularly review inter-dependencies to identify risks and address potential conflicts between projects.
- To avoid misalignment and resource waste, align with strategic goals to create a clear link to organisational objectives.
Managing programmes in isolation without integration or inter-dependency checks introduces significant risks, including inefficiencies, misalignment, and stakeholder dissatisfaction. By adopting an integrated approach to programme management, organisations can ensure that resources are used effectively, risks are mitigated, and projects collectively support long-term business objectives. A well-structured programme management framework builds agility, strengthens stakeholder relationships, and drives sustainable growth.