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PgMP > Program Strategy Alignment > Flashcards

Program Strategy Alignment Flashcards

1
Q

What is the definition of Program Strategy Alignment?

A

Domain that identifies program outputs and outcomes to provide benefits aligned with org’s strategic goals and objectives

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2
Q

Since programs are to align with organizational objectives and realize benefits, what does the program manager need to do?

A

Have a thorough understanding of how the program will fulfill the portfolio and organization’s strategy.

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3
Q

When is the business case reviewed and what may precede it?

A

During the program formulation sub-phase; a concept may precede it to help develop the business case.

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4
Q

What happens if the organization is mature in terms of program and project management?

A

It likely will have a formalized process for program selection such as a portfolio review board or a program steering committee.

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5
Q

Who issues the charter?

A

The Program Sponsor or Program Steering Committee

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6
Q

What are four purposes of the charter?

A
  1. Authorize program manager to use organizational resources
  2. Link program to organization’s strategic objectives
  3. Define program scope
    4, Confirm resource commitments
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7
Q

What happens after the scope is defined?

A

Presented to governance board to obtain approval, funding, and authorization

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8
Q

What are two significant items that happen after resources are confirmed?

A
  1. The program is evaluated to see if it is the best approach to achieve objectives
  2. The program definition phase begins
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9
Q

What is the program manager’s role with the individual project management plans?

A

To ensure alignment with the program’s goals and its intended benefits.

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10
Q

What are five elements of Program Strategic Alignment?

A
  1. Program Business Case
  2. Program Charter
  3. Program Roadmap
  4. Program Risk Management Plan
  5. Environmental Assessments
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11
Q

What precedes Program Strategic Alignment?

A

Organization’s strategic plan

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12
Q

What follows Program Strategic Alignment?

A

Program Management Plan

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13
Q

What initiates Program Strategic Alignment?

A

Program Business Case

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14
Q

What are three key purposes of the program’s business case?

A
  1. Establishes validity of benefits to be delivered
  2. Defines how outcomes support org goals and objectives
  3. Input to program charter and roadmap
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15
Q

When is the program’s strategy alignment process initiated?

A

During program formulation sub-phase

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16
Q

Why do organization’s build strategy?

A

To define how their vision will be achieved

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17
Q

How is the goal of linking the program to the organization’s strategic plan achieved?

A

Through the business case

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18
Q

Who does the program manager collaborate with to develop the business case?

A

Key sponsors and stakeholders

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19
Q

Why is the business case developed?

A

Assess the program’s investment against intended benefits.

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20
Q

What does the business case usually describe?

A

Describes key parameters that can be used to assess the objectives and constraints for intended program.

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21
Q

What is a required document before the program is chartered?

A

Business Case

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22
Q

What is the primary document for an investment decision?

A

Business Case

23
Q

What document describes the program’s success criteria?

A

Business Case

24
Q

How is program success measured?

A

Variance between achieved and planned outcomes.

25
Q

What is the purpose of the Program Charter?

A

To assign and authorize a program manager and define the scope of a program.

26
Q

What happens after the charter is prepared?

A

It is presented to governance for approval, funding, and authorization.

27
Q

What document formally expresses the organization’s vision, mission, and benefits to be produced by the program?

A

Program Charter

28
Q

To support the business case, what document defines program goals and objectives aligned with the organization’s strategic plan?

A

Program Charter

29
Q

Assume you wanted to give the program manager authority over other subsidiary programs, projects, and related activities, you would prepare:

A

Program Charter

30
Q

What is one key document that will be used to measure program success?

A

Program Charter

31
Q

What is the program roadmap?

A

Chronological representation of program’s intended direction.

32
Q

What does the roadmap show graphically?

A

Dependencies between major milestones and decision points.

33
Q

Should the roadmap show component status?

A

Yes - Including details, durations, and contributions to benefits

34
Q

What are two examples of influences outside of the organization?

A

Ones that are internal to the entire org or from sources external to it.

35
Q

Why are enterprise environmental factors external to the program of interest?

A

They may influence the selection, design, funding, and management of a program.

36
Q

Are the enterprise environmental factors under the program manager’s control?

A

No, which is why they are a concern

37
Q

What is the effect of the enterprise environmental factors on the organization’s strategic goals?

A

Strategic goals change in response to environmental factors.

38
Q

If the program becomes misaligned with the organization’s new strategic goals, what is the result?

A

Program may be changed, put on hold, or canceled.

39
Q

How often should the environmental factors be assessed?

A

Throughout the program

40
Q

What is comparative advantage analysis?

A

A type of environmental analysis in which what-if analysis is used to show how the program and its objectives and intended benefits could be achieved by other means.

41
Q

How are feasibility studies used?

A

Assess the feasibility of the program within the organization’s financial, sourcing, complexity, and constraint profile.

42
Q

What is used as the base to conduct a feasibility analysis?

A

Business Case

43
Q

Why is a SWOT analysis conducted?

A

Provides info for optimizing program charter and program management plan.

44
Q

When are assumptions first identified?

A

Business Case development

45
Q

When do program managers identify and document assumptions and how often?

A

Regularly document as part of planning.

46
Q

What is historical information analysis?

A

Using previously completed programs or phases of ongoing programs as a source for lessons learned and best practices for the program.

47
Q

Why is a program risk management strategy important?

A

It facilitates successful delivery of the program roadmap and alignment to organizational strategy considering the environmental factors.

48
Q

What is a risk threshold?

A

The measure of the degree of acceptable variation around a program objective that reflects the risk appetite of the org and program stakeholders

49
Q

Who is responsible for ensuring the risk thresholds are established in the program and observed?

A

Program governance and the program management team

50
Q

Why is the initial program risk assessment important?

A

Provides an opportunity to identify risks to org strategy alignment

51
Q

What happens after the initial risk assessment is performed?

A

A risk response strategy is formed which completes the risk management strategy

52
Q

What is a program risk response strategy?

A

It combines the elements of the risk thresholds and initial risk assessment into a plan for how program risks will be managed throughout the life of the program.

53
Q

What happens once the response strategy is established?

A

The program risk management strategy drives consistency and effectiveness in program risk management activities throughout the program as part of program initiation.

54
Q

What is the end result of Program Strategy Alignment?

A

Results in a program plan aligned with organizational goals and objectives.

PgMP (12 decks)

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