Program Management for Improved Business Results, 2nd Edition

Chapter 3Aligning Programs with Business Strategy

Historically, the primary managerial functions and processes of a company 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 program team, while project managers and team leaders are responsible for project planning and execution processes. Each of these functions and processes are 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 specialty team execution. In many cases, this results in projects that may not be tied directly to either the business strategy or the organization's portfolio due to the lack of process integration.

Companies have come to realize that the time, money, and human effort invested in refining and improving each of their independent functions and processes have not brought them closer to effectively and efficiently turning their ideas into positive business results. Increasingly, this fact is leading business leaders to the realization ...