When looking closely at the true function of programme management, we conclude that this is a very specific link in the change management chain. This is the place where the (organization) strategy is translated to a concrete approach: the projects. This translation has to be done at a sufficiently high quality level. Compare this with an oil tanker that changes direction. When a new direction is established (projects have started), it is hard to alter this without much effort (high costs). Not to mention indirect damage, loss of confidence with new activities.

The arrangement of programme management is organization specific. This depends largely on the required striking power of the organization in combination with the current qualitative structure to execute programmes or, for that matter, the organization strategy. Is the organization prepared to create a specific function and are there suitable members of the organization exist that can qualitatively carry programme management.

The approach of EMS is aimed to gain quick insight (maturity scan) in the current situation and needs from the organization with regard to the development of programme management. Based on this and in close deliberation EMS develops a long term approach including performance measurement. This is in line with the EMS model for securing a proper a structural change organization. EMS has a portfolio of techniques available, which can be implemented by mutual arrangement. In the first phase the work structure is important, in the second performance. This originates a swift and efficient, customer centric, implementation.