Governance arrangements need to evolve throughout a programme lifecycle to reflect the risks and requirements at each stage. This includes both during and after a reset, so governance and approvals processes remain proportionate to the programme risks with skills, expertise and leadership brought in as required.65 The SRO for Crossrail told us how, when they reset the project in 2018, they worked to bring sponsors, such as DfT and 57 C&AG’s Report, para 21–22 58 Q 85 59 Qq 77–78 60 Qq 73–79 6...

Governance arrangements need to evolve throughout a programme lifecycle to reflect the risks and requirements at each stage. This includes both during and after a reset, so governance and approvals processes remain proportionate to the programme risks with skills, expertise and leadership brought in as required.65 The SRO for Crossrail told us how, when they reset the project in 2018, they worked to bring sponsors, such as DfT and 57 C&AG’s Report, para 21–22 58 Q 85 59 Qq 77–78 60 Qq 73–79 61 Qq 75, 95–96, 135; C&AG’s Report, The Ajax programme, Session 2021–22, HC 1142, 11 March 2022 62 C&AG’s Report, para 24 63 Q 2 64 Q 96 65 Qq 95, 120; C Type: conclusion | Number: 20 | Response status: accepted Government response: 5.1 The government agrees with the Committee’s recommendation. Recommendation implemented 5.2 SROs of GMPP projects are mandated to undertake the IPA’s Major Projects Leadership Academy to help them build the skills to successfully lead their programmes. Adherence to