PGMP - Ossama Summary

Domian 01 ch3 program strategy alignment
The Strategic Alignment performance domain is the foundation of program governance, ensuring that
an organization deploys its resources in an optimal manner (program Definition phase)
Strategic Alignment
Program
Organization’s Program Program
Program Risk
Strategic Business Management
Charter Management
Plan Case Plan
Strategy
Environmental Assessments
Elements of Strategic Alignment
1- Program business case :

A- A program’s business case validates the need to undertake the program by
highlighting and proving its value and outcomes
B- Preparation of the business case is that step that validates the need for the
program and in many cases the approval of the business case provides
enough reason to the program sponsors to charter the program that in turn
triggers the start of the program.
C- The business case is an important enough document that it along with the
program mandate is required before a program can be officially chartered.
So, it’s one of those documents that is created very early on – sometimes a
while before a program is officially initiated.
D- The business case is required as one of the document deliverables before the
program can be chartered and may be considered as the primary justification
document for an investment decision. It also describes success criteria to be
maintained throughout the program. The variance between the achieved and
the planned outcomes is calculated to measure the success of the program
E- The goal of linking the program to the organization’s strategic plan is to
design and manage a program that will help the organization achieve its
strategic goals and objectives, and to balance its use of resources while
optimizing value. This optimization is achieved through the program business
case.
F- the program manager collaborates with key sponsors and stakeholders to
develop the business case, which assesses the program’s investment against
the intended benefits
2- Program charter
A- the program charter is a document that assigns and authorizes a program
manager and defines the scope and purpose of a proposed program
presented to the governance authority to obtain approval, funding, and
authorization.
B- a program charter consists of the program (scope, assumptions, constraints,
high-level risks, high-level benefits and their realization, goals and objectives,
success criteria, timing, key stakeholders, outcomes, resource allocation,
Benefits and stakeholder consideration. )
C- The program charter formally expresses the organization’s vision, mission,
and benefits expected to be produced by the program; it also defines
program-specific goals and objectives in alignment with the organization’s
strategic plan in support of the business case.
3- Program roadmap.
A- Program road map contents of (major milestones- events-decision points-
interdependencies between components)
B- Shows key dependencies between major milestones.
C- Shows component duration (start-end)
D- Communicates the link between business strategy and planned program
work.
E- It is a tool to track progress
F- It’s a tool used to benefit delivery
G- High level view of milestones and decision points
H- Effective way to communicate the benefits to stakeholders.
Period 1 Period 2 Period 3 Period 4 Period 5 ... Period n
Decision Decision Decision

COMPONENT
1 Point Point Point
Project D Project E Project F
COMPONENT
2
Project J
4- Environmental Assessments
COMPONENT
3
Program XYZ
There are often internal and external influences on the program that have a
significant impact on its success. Program managers should identify these
influences and take them into account when managing the program to ensure
ongoing stakeholder alignment, the program’s continued alignment with the
organization’s strategic goals and objectives, and overall program success.
4.1-Enterprise Environmental Factors

A- Enterprise environmental factors are conditions, not under the immediate control of the
team, that influence, constrain, or direct the project, program, or portfolio.
B- A program should be selected and prioritized according to how well it supports the
organization’s strategic goals and objectives. Strategic goals change, however, in
response to EEFs.
C- When this occurs, a change in the direction of the organization may cause the
program to be misaligned with the organization’s revised strategic plan. In this case,
the program may be changed, put on hold, or canceled, regardless of how well it is
performing.
D- Example of Enterprise environmental factors ( Market- political influences- Economy
decisions- New standards …)
4.2- Environmental Analysis

A- Five tools used to assess the validity of a Program’s business case and program
management plan .
B- these tools Enables the program manager to know factors which may be impact and
influence the program
D- comparative advantage analysis

E- feasibility studies :
F- SWOT analysis : IT helps to develop project charter
G- Assumption analysis:
H- Historical information analysis
5- PROGRAM RISK MANAGEMENT STRATEGY

A- Successful delivery of the program management plan depends on a well-
defined program risk strategy
B- Four techniques used to ensure the program is aligned with organizational
strategy
C- Risk management for strategic alignment –
D- Risk threshold- is the measure of the degree of acceptable variation around a program
objective ( Minimum level of risk exposure for a risk to be included in the risk register-
Maximum level of risk exposure that can be managed within the program beyond
which an escalation is triggered)
E- initial program risk assessment: the initial program risk assessment, prepared
during program definition, offers a unique opportunity to identify risks to
organizational strategic alignment. This will help to develop an appropriate risk-
response plan and give priority to deal with critical risks. Once the initial program risk
assessment is performed, a risk response strategy is developed to complete the
program risk management strategy.
F- – Risk response strategy : combines the elements of the risk thresholds

and initial risk assessment into a plan for how risks will be managed
throughout the life of the program. Once established, the program risk
management strategy drives consistency and effectiveness in program risk
management activities throughout the program as part of program
integration.
When risk response is applied, this upstream effort results in the creation of a program
management plan that is aligned with organizational goals, objectives, and benefits.

PGMP - Ossama Summary

Uploaded by

Copyright:

Available Formats

PGMP - Ossama Summary

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

PGMP - Ossama Summary

Uploaded by

Copyright:

Available Formats

Domian 01 ch3 program strategy alignment

Elements of Strategic Alignment

1- Program business case :

Period 1 Period 2 Period 3 Period 4 Period 5 ... Period n

Decision Decision Decision

Project D Project E Project F

4.1-Enterprise Environmental Factors

4.2- Environmental Analysis

D- comparative advantage analysis

5- PROGRAM RISK MANAGEMENT STRATEGY

F- – Risk response strategy : combines the elements of the risk thresholds

You might also like