The Program Strategy Alignment Domain

1. Program Strategy Alignment Domain Introduction

This section covers the aprogram strategy alignment domain. More than in project management, strategic alignment is a critical and focused feature of programme management. Therefore, the strategic vision of the programme manager is a critical success factor that helps him in executing his job and is an important differentiator for him with respect to the programme manager. In this section we will cover the programme strategy alignment domain elements, the major artefacts of the programme strategy alignment domain, the major activities of the programme strategy alignment domain, and in the last topic we will highlight two items. First, the programme alignment with the organization's strategy Second, the interaction between the programme strategy alignment domain and the programme lifecycle management domain.

2. Program Strategy Alignment Elements

This chart describes the program's strategic alignment domain. The program's strategic alignment includes the following elements: the organization's strategy and programme alignment, the programme roadmap, and the environmental assessment. For instance, these three elements of the programmatic alignment domain phases and the programme roadmap cannot be considered a distinct period or a stage in a process. Let us brief the program's strategic alignment elements. The organisational strategy and programme alignmentis to align the programme with the organization's objectives and goals. The programme roadmap is a chronological representation of the program's intended direction. The environmental assessment is the evaluation of the influences inside and outside the programme that impact its success. From the chart, you can notice that the three elements that constitute the program's strategicalignment are almost addressed in parallel, not one element after the other. Like the previous two domains, programme lifecycle and programme venture fit into management. The organisational strategy and programme alignment started earlier than the other two elements in the programme strategic alignment, and the environmental assessment continues longer than the other two elements.

3. Program Strategy Alignment - Major Artifacts

The major artefacts in the programme strategyalignment domains are described in this chart. In the organisation strategy and programme alignment, we have the programme business case and the programme plan. Then we have the programme roadmap. Finally, the environmental assessment We have the enterprise environmental factors list and the environmental analysis results. Remember that comparative advantage analysis, feasibility studies, swap analysis, assumptions analysis, and historical data can all be used to conduct an environmental analysis. These different types of environmental analysis can be executed depending on the environmental factor that's being analyzed. Regarding the visibility study, it is used mainly to support the decision on whether to go with the programme proposal or not. The comparative advantage analysis is typically used when introducing a new product to the market or when introducing new features to your product. SWOT analysis is used to analyse the subject under analysis's strengths, weaknesses, opportunities, and threats as they appeared during the programme lifecycle. Assumptions analysis is required during many programme planning activities when we have some missing information. They have to be assumed for completing the planning activities. Assumptions are factors that, for planning purposes, are considered true, real, or certain. Then during the programme execution, they are checked and validated to check whether they are still valid or not. If assumptions become invalid, they usually have a negative effect on the program. The historical information is necessary when you have recorded history for similar programs. Let us elaborate on the major artefacts in more detail. Starting with the business case, the business case is developed to assist the program's balance between cost and benefit. It might be drafted before the programme definition phase starts and then finalised during the programme definition phase after assigning the programme sponsor and the programme manager. In some cases, only the programme feasibility study is created before the programme definition phase is started and then the business case is developed during the programme definition phase. The business case may be basic and high-level or detailed and comprehensive. The business case serves as a formal declaration of the value that the programme will deliver and justification for the required resources to create this value. The business case is a key input for organisational leadership to charter and authorise programmes or reject the programme at an early stage. The organisational leadership may be a steering committee, a portfolio management body,or an external funding organization. The major contents of the business case are problems or opportunities, business and operation impact, cost-benefit analysis, alternative solutions, financial analysis, intrinsic andextrinsic benefits, market demand or barrier potential profit,social need, environmental influence, legal implication, risk and constraints, time to market, and the extent to which the programme is aligned with the organization's strategicobjectives. The programme roadmap is a chronological representation of a program's intended direction, including measures of delivery and milestones. Remember, the programme roadmap doesn't include internal details of a specific component. The programme roadmap shows the key dependencies between the measures. Milestones communicate the linkage between the business strategy and the prioritised work. It explains gaps and provides a high-level view of the key milestones and decision points. The programme roadmap may be used to show how components are organised within measure stages or blocks. Let us review some examples of the programme roadmap. In this example, the programme consists of three components, which are clearly separated. Component one will start in Q 1217 and will continue until Q one two eight.Component two will start in Q2 2017 and will continue until Q 2018.Component three will start in Q3 2017 and will continue until Q3 2018. The legion underneath the chart decodes the character representation of the componentmilestone or the deliverable. The second example has a featured representation of the programme roadmap and expresses the measurerelation between the milestones or the deliverables. This example has a more accurate date, up to the day level. Here, the programme is divided into three parts: component A, component B, and component C. An example of the relation is that MilestoneP, two of component P, has a dependency on MilestoneA, one of component A. Color can be used here to enrich the roadmap and add another dimension. Important milestones or deliverables may be highlighted in a different color, and so on. The third example has a brief and stylish representation. The name of the milestone or thedeliverable is written in a box. The date is accurate up to the day level. The programme phases are clearly defined and the go-live date is distinctly represented. Remember that this example doesn't have a clear separation between the programme components. This example may be more suitable to present the roadmap to the steering committee or the board level, who will not be interested in reviewing the programme components but want to see the programme as one entity. Here we have some details about the programme plan. The programme plan defines program-specific goals and objectives. Elements of the programme plan are related to alignment with the organisational strategy. It contains many elements, including programme vision,program mission, programme goals, and objectives. The programme plan will be used to measure the program's success throughout its duration,including old phases, customer contracts, new business offers, and long-term goals and objectives. So it should include a clear definition of success. Please note that the programme plan is different from the programme management plan, although there is no standard definition for the programme management plan in the Standards forProgram Management Third Edition Guide from BMI, and I think practically it depends on the organisation where you implement the programme management standards. One organisation may decide to stick with only one term, either the programme plan or the programme management plan, while another may choose to post terms as synonyms for each other. The programme management plan includes candidateprogram components and programme plans needed to achieve the desired organisational benefits. It will be elaborated later in the Program Management Supporting Processes section.

4. Program Strategy Alignment - Major Activities

The major activities in each subject of the programmatic alignment domain are described in this chart. Please note that the colour code helps you to realise the activities for each element of the programme strategy alignment domain. Let us review the elements. The organisational strategy and programme alignment will have conducted an initial programme feasibility study. Remember that the feasibility studies clarify and define the programme objectives, requirements, and risks in order to ensure the program's alignment with its organization's vision, mission, strategy, and objectives. The second activity is to develop the program's business case and then create a programme blend. Then in the programme roadmap element, we create the programme roadmap that highlights the linkagebetween the business strategy and the blended prioritizedwork, revealing and executing gaps, and finally, the environmental assessment will have identified influences inside and outside the programme that have a significant impact on the program's ultimate success. Take inside and outside influences into account when developing and managing the execution of the program. Analyze and assess the validity of the business case and the programme plan.

5. Program Strategy Alignment – Highlights

This chart describes the relationship between the organization's strategy and the programme strategy. It connects the organization's vision, mission, and strategies to the portfolio's, programmes, projects, and operations. Starting from top to bottom, the organization's vision and mission are created first to define the organization's purpose and primary objectives. Then they are translated into strategic objectives to define how to achieve the organization's vision and mission. The organization's strategy and objectives create initiatives with clear objectives and schedule. These initiatives are translated into projects, programs, and operations or grouped into first-in portfolios for better control and better usage of the organization's resources. Within the organization's accepted risks, the portfolios will have components of programs, projects, and operations authorised to achieve the strategic objectives. The organization's strategy and objectives may change for many reasons, like market behavioural changes, competitorannounced new products or regulatory changes. This change will lead to changes in inportfolios and then programs, projects, and operations. Therefore, as a programme manager, you might have a scope of change in your programme after six months of hard work due to strategy changes, and you are responsible for accommodating these changes. Let us review definitions and examples of the organization's vision and mission to make the picture brighter. Vision statements define the organisation verbally but focus on its goals and aspirations. These statements are designed to be uplifting and inspiring. They are also timeless. Even if the organisation changes its strategy,the vision will often stay the same. The vision statement answers the question What do we aim to be? Let's review this example of Amazon,the online retail business giant. Our vision is to be Earth's most customer-centric company, where customers can find and discover anything they might want to buy online at the lowest possible prices. "Mission statements" define the organization's purpose and primary objectives. These statements are set in the present tense and they explain why you exist as a business both to members of the organisation and to people outside of it. Mission statements tend to be short, clear, and powerful. The mission statement answers the question, "What do we do?" What makes us different? Let us review this example of RacetoolMeyers Squeep company in the pharmaceutical business to discover, develop, and deliver innovative medicines that help patients prevail over serious diseases. The strategic alignment domain is executed during the programme lifecycle domain. Mapping the elements from the first domain to the phases of the second domain will help to understand when the strategic alignment activities are executed and the artefacts are created with respect to the programme lifecycle. This chart describes the timing relationship between the programme lifecycle and the strategic alignment. The organisational strategy and programme alignment started earlier than the programme formulation as it includes the feasibility study that started earlier than the programme formulation. The initial programme feasibility study was conducted to clarify and define programme objectives, requirements, and risks in order to ensure programme alignment with the organization's objectives. The programme roadmap started and ended in the programme definition phase. The environmental assessments continued almost throughout the three programs. Lifecycle feared this.

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