During the Programme Feasibility stage some thought will have been given to key programme roles, and these should be confirmed during the Programme Design stage, when the remaining roles and the structure in which they reside are established. Programmes have been known to succeed or fail merely on the choice of leaders and the designation of their authority. Because a programme is close to the heart of a business it becomes part of the company fabric, so it must not be left unattended (which is sadly the case of many business projects). The programme must also be accorded the correct level of priority within the company.