Project Management

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If everything failed in a programme/project, what should not fail, is't design or finance?

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Esosa Orhue Founder/CEO| E-Warehouse Consulting Asaba, Delta State, Nigeria
Basically programme/project is an interesting task. For programme to be generational or transgenerational, it needs to keep going, on its importance on earth, and it must be sustain at execution and after execution.

At times, this could go beyond the natural understanding especially, multi-dimensional or purpose programme/project that requires a lot of finance or sources.

However, from the beginning to finishing of a programme/project, finance is the ultimate aspect of a programme. For a programme to be executed as specified, at stipulated time, it is determined by finance.

Finance is the habitual running of a programme, ultimately, I have realized, no matter how pretty or beautiful a programme/project design is without finance it can't be executed successfully because of the role of money in its execution. It is understood that design deals with durability, beauty, structure, lasting effect, risk management and damages etc. However, finance has key factor in its sustainability.

Also, without a aesthetic or proper design of a programme it can be actually be executed if the financial resources is there. Money can shaping the programme to its specified and choice of stakeholders with time.

The difference here is that resources can bring it to specified shape with or without programme/project expertise at the beginning. This does not eliminate expertise in future but bring in expertise execution design and successful management. It also means, programme/project not aesthetically designed, can be executed successfully, using mix arrangement or mix execution formula on the programme/project.

Again, sustainability mechanism is a key factor and actual word of financing a programme/project continuity, no matter how knowledgeable or skilful you are without continuous funding, it can come to a stop. If we can maintain its stays or temple. The beauty will fade away, and sustainer. Finance should ultimately be prioritize at every point of programme, right from design.

In other words, execution and sustainability of every programme should be the workforce of the stakeholders. This is the beauty of every programme to eliminates every destress at any time. Looking at the Trump Administration which affected many programmes/projects, the decision and policy stopped the continuity, not the design of the programme. And within a week thousands of jobs were lost and hundreds of programmes/projects halted, could not continue because of funding for sustainability inadequacy. What a power of finance play in programme/project success and continuity!

My questions and observation is that, how can we build financial base in programme design and its sustainability at point of design from the recent event arising from Trump policy in the world? Many did not consider this at the design stage which has become an empirical evidence in programmes and research. In other words, programmes/projects most be designed with insurance to be assured of sustainability or continuity in cause of unforseen circumstances as this, for its effective continuity impact at all times. What is your view on this?

These should include;

1. Programme cost
2. Programme evaluation sustainability 
3. Programme continuity (sustainability without interruption of funding or resources)
4. Inbuilt insurance at design stage for sustainability in case of eventuality.
5. Programme governance.

Thank you 

Esosa Tiven Orhue.
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TAIWO POPOOLA
Community Champion
Head of Cloud Software & Services| Ericsson EMEA Victoria Island, Lagos, Nigeria
Hi Esosa,

I agree with the fact that both design and finance is important. However, the finance should br prioritize over design.
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Pavan Maddi
Community Champion
Buona Vista, Singapore
Esosa Orhue A successful programme requires both strong design and sustainable financing. While finance keeps it running, a poor design can lead to inefficiencies and failure. To ensure long-term success, financial sustainability must be built into the design phase.

Key Strategies:
1. Cost Planning: Budget for execution and long-term operations.
2. Evaluation & Sustainability: Assess financial health and risks regularly.
3. Funding Continuity: Diversify funding sources (grants, partnerships, revenue models).
4. Risk Management: Include financial safeguards like reserve funds and insurance.
5. Strong Governance: Ensure transparency and accountability in financial management.

A programme should not just be designed for execution but for survival, ensuring it thrives even in uncertain times.
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Varun Jayaraman PMO Manager| Technology Services British Columbia, Canada
Esosa, I agree with you. Funding is a key aspect of programmes or project and must be planned for during the initiation stage. When I read your post, it reminds me of the key criteria outlined in Design thinking is useful:
1. Desirability: Will the programme cater to stakeholder needs and solve their problems?
2. Feasibility: Can the programme be delivered with the available resources and tech?
3. Viability: Can the programme be financially sustainable?

I would expand on your considerations around what financial planning should include (sustainability, insurance, governance), and add that the programme leader should plan for:
1. generating income streams (if possible through grants, donations et.)
2. sourcing multiple and diverse sponsors
3. identifying critical activities for programme delivery (and planning for leaner operations).
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Amanda Harris Leonardo DRS Space Coast, FL, United States

Esosa, you raise an essential point—finance is the lifeblood of any program or project. No matter how innovative or well-designed a program is, its success and longevity depend on securing sustainable funding and financial resilience from the outset.



To address your key points, here are some best practices to build financial stability into program design and execution:



🔹 1. Program Cost: Accurate & Dynamic Budgeting
A program’s financial blueprint must go beyond initial cost estimation. Implementing a rolling-wave financial plan—which accounts for evolving scope, risk, and market conditions—ensures flexibility. Leveraging cost management tools and Earned Value Analysis (EVA) also provides real-time insight into financial health.



🔹 2. Program Evaluation & Sustainability: Value-Driven Funding Models
Sustainability requires long-term value justification. Designing programs with clear performance indicators, ROI benchmarks, and stakeholder alignment strengthens financial backing. Additionally, adopting a hybrid funding strategy (e.g., private-sector partnerships, government grants, impact investing) diversifies financial risks.



🔹 3. Program Continuity: Financial Risk Mitigation & Contingency Planning
Interruptions—whether due to policy shifts, economic downturns, or leadership changes—can derail even the most strategic programs. Embedding contingency reserves, phased funding models, and financial governance structures ensures adaptability in uncertain conditions.



🔹 4. Inbuilt Insurance at Design Stage: Safeguarding Against Disruptions
Building financial protection mechanisms, such as performance bonds, project-specific insurance, and risk transfer strategies, enhances resilience. Additionally, aligning program funding with broader policy objectives increases the likelihood of continued support despite political or economic shifts.



🔹 5. Program Governance: Strengthening Oversight & Fiscal Discipline
A robust program governance framework—including transparent financial reporting, stakeholder engagement, and compliance mechanisms—ensures accountability and fosters trust among funding bodies. Scenario planning and stress testing can also help assess financial stability under different economic and political conditions.


Final Thought: Future-Proofing Program Funding

The lesson from past program disruptions—including those impacted by shifting political landscapes—is clear: financial sustainability must be an integral part of program design, not an afterthought. By integrating structured funding strategies, risk mitigation measures, and adaptive financial governance, we can ensure that programs not only launch successfully but also thrive long-term—regardless of external uncertainties.

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