Programme management

Programme Management │Digital Transformation

Ability to manage a series of projects and changes to achieve digital goals

What does good look like? Our guide to creating digital standards and improving your skills, capacity and capabilities.


  • A digital transformation plan includes not only a clear, compelling vision statement but also specific strategies to achieve this vision. The plan comprehensively details objectives, timelines, responsibilities, required resources, and key performance indicators.
  • Benefits associated with the programme are identified, defined, tracked, and measured. The focus extends beyond delivering outputs to ensuring these outputs lead to outcomes yielding measurable benefits. After each project’s completion, a “lessons learned” session contributes to the ongoing improvement of the benefits realisation process.
  • A clear organisational structure exists with defined roles, responsibilities, levels of authority, and decision-making powers for programme management. The roles might include a Programme Manager, Business Change Manager(s), and a Programme Board. Regular reviews and updates of the organisational structure are conducted as per the programme’s needs.
  • Stakeholder and communication management includes the identification of key stakeholders, an understanding of their interests and influence, and effective communication strategies. A feedback mechanism is in place for two-way communication, providing insights about stakeholder sentiments and allowing course correction. Customer-facing projects include resident stakeholder consultation.


Programme and Project Management

  • A Programme Board has been established to oversee the programme’s progress, making key decisions to ensure objectives are met. The Board adheres to a regular meeting schedule and thoroughly documents its decisions to ensure transparency and accountability.
  • Demonstrates effective project management capabilities, including the use of recognised methodologies (Agile, PRINCE2, or Waterfall) and appropriately skilled project management personnel. Operational risks associated with each project are identified, mitigated using specific risk management frameworks, and integrated into the project management lifecycle.
  • In larger organisations, the Project Management Office (PMO) maintains and ensures project management standards, creates methodologies, defines key performance indicators, and develops templates and tools for consistency. The PMO plays a role in training and mentoring project managers and other staff in project management principles and practices.
  • Resources required for digital transformation, including staff, budget, and technology, are agreed upon and formalised in a budget. This budget includes provisions for contingency or emergency funds and is controlled by the Programme Board or Programme Manager. Procedures for budget adjustments are defined and can be implemented if necessary.
  • For outcomes delivered by external vendors, contract management includes monitoring vendor performance, managing vendor relationships, and regularly reviewing and updating contracts. Contingency plans exist for addressing contract non-compliance or under performance by vendors.



The Marzipan Way is a framework for managing digital transformation in social housing. One page, one section or the whole set of standards, there is something to learn for everyone.

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