Programme Governance Model

Copyright © Peter Wheelhouse 2014


Copyright and Acknowledgements

1.  Copyright & Open Source.

This model is published on an "open source" basis. That is to say that you, as the reader, are welcome to use any part of the model for your own purposes, whether personal or commercial, adapting the contents for your specific environment & requirements. The only restriction that we place is that the website is not simply duplicated & fees charged to access the content.


As a courtesy, we trust that you will acknowledge the source of the material when you use any of the collateral contained herein.


As part of this "open source" basis, we invite you to provide feedback and additional content. If you do so, we will review everything that you send & provide our comments back to you. If we incorporate anything that you have sent in a future release, we will include an acknowledgement of your contribution together with your contact details, if you provide them.

2.  Sources & Acknowledgements.

The contents of this work are based upon experience gained in managing business change programmes and draws upon bodies of expert knowledge from a wide variety of source published both conventionally and on the Internet.


In particular, material from the following organisations has heavily guided both the management work of the author and the contents of this document:



Any mistakes, errors or omissions are, however, solely the responsibility of the author.


It should be noted that, although I have drawn on the BoKs of CITI, OGC & APM, no assumption should be made that they endorse, or repudiate, the contents of this model. I am solely accountable for the model.


If one researches the published world to obtain a practical definition of what should be covered in programme governance, it is difficult to find a single source that covers all that is needed.


There are publications that describe the theory of governance and provide guidance on what needs to be defined under the topic of programme governance. It is also possible to find practical descriptions of specific areas of programme governance.


However, the author failed to find anything which pulls together all of the elements of programme governance into a single entity; it should be noted that this may have been due to failings in the research undertaken by the Author and that there may, in fact, be works which provide detail guidance on programme governance; if this is so, the Author unreservedly apologises for such an oversight.