Major programmes generally have the following characteristics:
- Such programmes are inherently risky due to long planning horizons and complex interfaces.
- Decision making, planning, and management are typically multi-actor processes with conflicting interests, making stakeholder management crucial.
- Technology and designs are often non-standard.
- Often there is overcommitment to a programme, or to a certain programme concept, at an early stage, resulting in "lock in" or "capture," leaving alternatives analysis weak or absent.
- Due to the large sums of money involved, rent-seeking behaviour and principal-agent problems are common.
- The programme scope or ambition level will typically change significantly over time, resulting in scope creep.
- Statistical evidence shows that such complexity and unplanned events are often unaccounted for, leaving budget and time contingencies sorely inadequate.
- As a consequence, misinformation about costs, schedules, benefits, and risks is the norm throughout project development and decision-making, including in the business case.
- The result is cost overruns, schedule delays, and/or benefit shortfalls during project implementation with consequent risks of non-viability.
For more about the characteristics of major programmes:
See: Megaprojects and Risk, Decision-Making on Mega-Projects, and Mega-Projects
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