3/8 PROGRAM STRATEGY ALIGNMENT SUMMARY

The "Program Strategy Alignment" section in the PMI-PgMP book outlines the systematic approach to aligning a program’s outputs and outcomes with an organization's strategic goals and objectives. This alignment is crucial for ensuring that the program not only meets its objectives but also contributes positively to the organisation's broader goals. 

Key components of this alignment include:

1. Program Business Case:

A documented economic feasibility study establishes the validity of the benefits to be delivered by a program and how these benefits align with the organization’s strategic goals and objectives.

2. Program Charter:

A sponsor (or steering committee) document authorizes the program management team to use organizational resources to execute the program. It defines the scope and purpose of a proposed program and links the program to the organization’s strategic objectives.

3. Program Roadmap:

A chronological representation of a program’s intended direction, graphically depicting dependencies between major milestones and decision points. It reflects the linkage between the business strategy and the program work.

4. Environmental Assessments:

These include identifying internal and external factors that may influence the program. This section emphasizes the need for program managers to be aware of these influences and to adjust their strategies accordingly.

5. Program Risk Management Strategy:

This outlines the approach to identifying, monitoring, analyzing, and managing risks that could affect the alignment of the program with organizational strategy. It includes defining risk thresholds, conducting initial risk assessments, and developing a high-level risk response strategy.

Conclusion:

Program Strategy Alignment is a foundational performance domain in program management. It ensures that the program is designed and executed in a manner that is consistent with, and supportive of, the organization's strategic goals and objectives. This alignment is initiated with the development of a program business case, program charter, and program roadmap. These documents are informed by environmental assessments and are underpinned by a robust program risk management strategy. This alignment is not a one-time activity but is a continuous process that requires regular reassessment and realignment as necessary throughout the program lifecycle. It is essential for maximizing the program's value to the organization.

Source: Standard Program Management edition 4.