To identify and manage risks, the programme team and the Bank’s risk directorate provided internal assurance and audit while external specialists offered additional challenge on project management and technical aspects of the programme. As the programme was high-priority, the Bank had to actively manage interdependencies with, and impacts on, its other work, for example, because of constraints on staffing or the amount of change the Bank could absorb.40 We also heard many examples of how the Bank managed specific programme delivery risks, which were heightened for the introduction of a new technology design for the RTGS. One early mitigation that the Bank used was to organise the programme into a series of ‘transition’ states. These were designed so that each step delivered benefits and could operate independently for longer if necessary, in the event of delays.41