Programme direction is the work of keeping a substantial technology change honest: what is in, what is out, what is late, and what the organisation is actually prepared to live with.
RAID takes this as director-led IT programme management, not a PMO pack handed down a bench. The person who scopes the work stays close to it. Plans are kept current. Exceptions are named early. Governance is there to decide.
That is how programmes of this scale hold. At Tunstall Healthcare, the work is a live portfolio — ISDN to SIP, Smartnumbers, a network refresh across three data centres — against a national deadline, with BT, Hitachi, Verizon and the Department of Health and Social Care in the room. At Rank Group, Grosvenor and Mecca’s digital estate had to come off a Guernsey platform and onto Azure, live, on a fixed date. At 2e2, the job was the firm’s largest accounts, including Marks & Spencer and RBS, and the relationship as well as the delivery.
The consultancy is small on purpose. If the outcome is business-critical, hire someone who has already delivered this kind of change — not whoever happens to be free.
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