Governing a multi-project digital transformation programme

In brief

A semi-public organisation in the construction sector was running several transformation projects in parallel: digitising membership management, overhauling the accounting chain, and supporting entrepreneurs through research and onboarding. These projects shared resources and priorities, but had no common structure for governing them together.

The challenge

Several interdependent projects were moving forward at the same time, each with its own deadlines and resource needs. Without a clear governance structure, trade-offs between projects were made case by case, priorities changed without visibility for the teams, and management lacked a reliable overall view of actual progress.

The approach

The assignment began by putting a concrete governance structure in place. This included regular steering committees, common reporting formats across all projects, and clear escalation paths for decisions that went beyond the operational level.

Resource allocation and trade-offs between competing interests across departments became a regular part of the governance process, rather than an ad hoc negotiation whenever priorities clashed.

External consultants were managed through rigorous contract follow-up, quality control of deliverables, and close monitoring of agreed scope and timelines.

Alongside this, sustained work went into data governance. Centralised reporting gave management a shared view of project progress and supported the gradual adoption of new platforms across the organisation.

The result

Over three and a half years, the programme delivered its various projects while maintaining a coherent overall view. Management had regular reporting on progress, risks and strategic decisions. The governance structure put in place outlasted the assignment itself and still provides a framework for subsequent projects.

What this shows

This project shows what well-structured programme governance brings. An overall view across interdependent projects, rather than isolated project-by-project steering. Trade-offs based on shared criteria, rather than the balance of power at any given moment. Data governance treated as a management tool, not as a separate administrative exercise.