Program execution success begins with a blueprint.
Is your program properly organised and fully resourced with the right number and mix of skills?
Does the program plan recognise that there are three interrelated plans – the Work, the Schedule and the Budget?
Does your program director have undisputed authority to deliver the business case? And are they the right person for the job?
Are your supplier planning methods as robust as your own internal processes?
Is there a recognised program dependency register which is the definitive record of what contributing functions must do to support the program?