Program Management for Improved Business Results

Chapter 3. Aligning Programs with Business Strategy

Historically, the primary managerial functions and processes of product, service, or infrastructure development have been defined and viewed as independent entities, each with its own purpose and set of activities. For example, executive management normally performs the strategic processes that set the course of action for the organization. Portfolio management and project selection are commonly thought of as senior and middle management responsibilities. Program planning and execution processes are performed by the program manager and core team, while project managers and team leaders are responsible for project planning and execution processes. Each of these functions and processes is executed separately by a different set of people within the organization. At best, the strategic element feeds the portfolio element, the portfolio element feeds the program management element, and the program management element feeds the projects and team execution that delivers the products, services, or infrastructure outputs. In many cases, this still results in projects that are not tied directly to either the business strategy or the organization's portfolio.

Companies invest much time, money, and human effort into refining and improving each of their independent functions and processes, only to come to the inevitable conclusion that they are not coming any closer to effectively and efficiently turning their ideas into positive business results. ...