Adaptive programme management through a balanced performance/strategy oriented focus

This paper explores how programme management (as opposed to project management) can contribute to the effective design and delivery of megaprojects. Traditionally, project management is considered to be performance focused and task oriented, whilst programme management entails a more strategic focus. The programme management literature suggests that this can result in tensions between the management of the projects and the programme as a whole. This paper uses the findings of the €2.4 billion Room for the River flood protection programme in the Netherlands as a case study, because indicators about its budget, time, quality and stakeholder satisfaction suggest high programme management performance upon completion of the planning and design stage of its 39 river widening projects. Based on a literature review, document analysis and 55 face-to-face interviews, we have analysed how the programme management of the programme contributed to this result. Six attributes for effective programme management that are identified from the project and programme management literature are used to structure the research data. Consecutively, the interactions between project and programme management are analysed. The analysis of Room for the River reveals a combined strategic/performance focus at the level of both programme and project management that enables a collaborative approach between programme and project management. This particularly enables effective stakeholder collaboration, coordination and adaptation of the programme to contextual changes, newly acquired insights and the changing needs of consecutive planning stages, which positively contributes to the performance of the programme as a whole.