Steering Strategy to Success for Program and Project Managers

  • 2 day(s)Duration
  • MDI1426Course Code
  • send to printer

Course description

Strategy sets the enterprise direction, business analysis translates that direction into actionable scope, and project management either fulfills the scope or shows how the scope and underlying strategy need to be re-examined. This means that successfully developing and implementing strategy is best done as a partnership between the executives who define it and the business, program, and project managers who carry it out. All parties need to understand each other’s perspectives, challenges, and roles, and then regularly interact with each other to ensure alignment, efficiency, and feasibility. Eliminating any part of this undermines that partnership and the mutual clarity of purpose that it promotes.

This course recognizes program and project managers as the custodians and implementers of strategy. It provides them with a complete framework for understanding robust strategies and driving them to success through equally robust tactics and tools.

It is based on real-world insights published by both PMI® and IIBA® in 2014 and presented at Project World & Business Analyst World conferences in Toronto and Boston in 2015. It defines a concept labeled “the enterprise triple constraint” as the integration of strategy, analysis, and implementation, and contains three fundamental principles:

  • Without mature professional project and program management for implementation, both strategic planning and business analysis become academic exercises.
  • Without professional business analysis, pursuing the enterprise strategy becomes a heuristic process burdened with avoidable cost, delay, and risk of failure.
  • Without sound strategic planning, both business analysis and project management become orphans, and success becomes speculative and ephemeral at best.

When all three elements of the enterprise triple constraint are synchronized, the organizational vision, goals, and objectives have a very high probability of attainment. This course shows managers at all levels how to maximize that probability while minimizing risk.

For two days attendees will be challenged to interpret carefully crafted strategic plans and develop logical, success-proven techniques for achieving those plans. Paired up with other professionals, each participant will interact with peers at similar levels of leadership. The result is a real-world environment to assess how current and future practices in your organization can affect successful outcomes.

Who should attend

Individuals who will benefit from this course include program managers, project managers and functional managers at all levels.

What you will achieve

  • Develop a clear understanding of the integral relationship between strategic planning, business analysis, and project/program management.
  • Recognize and enforce traceability between requirements, objectives, and benefits to the enterprise.
  • Gain hands-on familiarity with tools structured to facilitate the tight integration of strategy, requirements, and program outcomes.
  • Develop a common basis of communication between the strategic/executive levels and the project/program levels.
  • Recognize the value that strategic planning, business analysis, and project/program management together have for minimizing risk and optimizing success.

What you will learn

Key Takeaways
  • Understand the business environment, the enterprise, and the strategy using course provided tools such as core competencies evaluation, SWOT analysis, heat maps, capabilities roadmap, and benefits map.
  • Describe a blueprint for promoting traceability from projects to programs to portfolios to strategy.
  • Proactively connect overall objectives with specific deliverables to determine how and why a project/program fits the organizational strategy.
  • Explain how to attain mutual clarity at the enterprise and initiative levels to enhance successful interactions among stakeholders.
  • Distinguish among four levels of business analysis: enterprise, division, product/service, and program/project.
  • Define, prioritize, and control portfolios.
  • Define programs and projects in terms of strategic alignment and life-cycle cost-benefit using course provided tools such as business case, cost-benefit analysis, 11-stage project life cycle, and traceability governance.
Course Outline
Day One
Strategy: Setting the Direction
  • Define the Business Environment
    • Markets, Competition, and Trends
  • Define the Enterprise
    • Core Competencies
    • Internal and External Influences
    • Priority Mapping
  • Define the Strategy
    • Mission, Vision, Goals, and Objectives
    • Capabilities Roadmap
    • Strategic Alignment
    • Portfolio Prioritization
    • Enterprise Transformation
Day Two
Business Analysis: Clarifying Scope and Possible Tactics
  • Enterprise Level
    • Stakeholder Assessment and Management
    • Business Requirements
  • Division Level
    • User and Functional Requirements
  • Product/Service Level
    • Non-functional and Transition Requirements
  • Program/Project Level
    • Gap Analysis
Portfolio, Program, and Project Management: Selecting and Implementing the Tactics
  • Portfolio Definition and Control
    • Intake Process
    • Prioritization
    • Authorization
    • Traceability to Benefits and Outcomes
    • Interdependencies (Resources, Risks, and Synergy)
  • Program Selection
    • Program Management in the Overall Enterprise Environment
    • Strategic Alignment
    • Cost-Benefit Analysis
    • The Business Case
  • Project Management
    • Project Management Office (PMO) Configuration
    • PMO Effectiveness
    • Full Life Cycle Management and Traceability
    • Accountability, Authority, and Autonomy
    • Traceability Governance