A Tier One Canadian bank was in the midst of a $35M capital program to replace their ABM processing platform. The program required several hardware and software releases, for many clients, at multiple sites across Canada, over several years. The program had more complex interdependencies than other programs the internal delivery team managed. Many personnel changes had also occurred, resulting in a lack of clarity regarding roles and responsibilities. This complexity and lack of clarity led to concerns about program risk from potentially inadequate program management and governance practices.