Do not let program speak for operations

Programmes coordinate change; they are not business as usual. Operational specialists should sit alongside programme representatives in scrutiny meetings, so detailed questions receive informed answers—not another “We’ll take that away.”

Three cases illustrate the risks. Birmingham City Council / Grant Thornton, February 2025: inadequate operational engagement and pressure to report good news rather than the actual project position. TSB’s 2018 migration / FCA, December 2022: some supplier readiness confirmations reflected intentions rather than completed activities, alongside inadequate business-continuity preparations. Heathrow Terminal 5 / BA, November 2008: the Transport Committee identified communication, training and testing failures; daily and weekly joint operational meetings were subsequently introduced.

These cases do not prove that joint attendance alone prevents failure. They reinforce the need to connect delivery assurances with operational evidence. Bring both accountable voices into the room and let them challenge each other’s assessments. Good news should withstand challenge; bad news must remain visible.

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