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Connecting Business Strategy to Program Performance

Connecting Business Strategy to Program Performance. Presented to: Project Management Cluster Group October 28, 2011. INNOVATION for a better world. Today’s Discussion Map. How does a Program Manager tie business strategy to program performance?. SYSTEM VIEW.

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Connecting Business Strategy to Program Performance

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  1. Connecting Business Strategy to Program Performance Presented to: Project Management Cluster Group October 28, 2011 INNOVATION for a better world

  2. Today’s Discussion Map How does a Program Manager tie business strategy to program performance? SYSTEM VIEW How do we step back and understand the environment that surrounds our program? FLEX MANAGEMENT SEE RELATIONSHIPS How do we execute a program plan focused on achieving strategic goals? How can we accommodate the environment and anticipate future trends?

  3. Business Strategy Management’s plan to fulfill the purpose of the enterprise • Broad and holistic in nature • Places the enterprise within a greatercontext • Balances competing needs toachieve overarching goals • Deals with shareholders,enterprise balance sheets, suppliers, customers, employees, the fuzzy and evolving business climate(boundary issues) Thinking and Planning

  4. Program Performance Management’s expected results from program investments • Focused and specific in nature • Places resources within a targetedcontext • Competes for resources toachieve specific goals • Deals with program-levelstakeholders, budget execution, objectives, milestones, action steps, clear assumptions(program issues) Acting and Doing

  5. Connecting Strategy to Performance • Connecting Business Strategy to Program Performance • The power of “AND” vs. tyranny of “OR” • It’s about Thinking and Doing at thesame time and in a coordinatedfashion Ensuring that program results align with and help fulfill the purpose of the enterprise

  6. Acquire These Capabilities • View your program from a system perspective • See relationships and interactions within the system dynamically over time • Utilize Flex Management to establish design criteria for your program plan and regularly review and revise it as needed to achieve both strategic goals and program objectives

  7. What is a System? • System Attributes • A set of components • That are organized • To interact with each other • And work together • To achieve a defined purpose • May be open or closed, and simple or complex • Have boundaries A set of organized, interacting components that work together to achieve a defined purpose

  8. Exploring a System • Let’s explore a system we know pretty well – the human body • What are the subsystems? What are they for? • Skeletal, muscular, nervous, reproductive, immune, and digestive sub-systems, etc. • Can we make a “superhuman” by taking the best parts of the best performers? What happens? • Hands on activity… • How does one understand a complex system? Systems: interactions, surprise, change one thing and many things change

  9. How do we step back and understand the environment that surrounds our program? Systems View • Look at the environment in which the system operates • Look at the system from multiple perspectives and disciplines Stakeholders Inside vs. Outside Boundary Issues Insights Stakeholders Perspectives

  10. How can we accommodate the environment and anticipate future trends? See Relationships • Look at the Interaction amongthe elements of the system • Look at the dynamics of how the relationships change over time. Influences Rich Pictures Causal Loops Hypotheses Maps Models

  11. How do we execute a program plan focused on achieving strategic goals? Flex Management • Establish strategic design criteria that guide program plan development • Revisit the program plan regularly as the system evolves over time Financials Mission Outputs Linkages Regs & Standards Budget Vendors R&D

  12. Connecting Strategy to Performance Ensuring that program results align with and help fulfill the purpose of the enterprise SYSTEM VIEW Get a systems view and understand the environment within which your program operates FLEX MANAGEMENT SEE RELATIONSHIPS Establish strategic design criteria for plans against which to regularly review and update program plans See the relationships and interactions within the system at work dynamically over time

  13. A Program Example • Support to FAA Fatigue Risk Management (FRM) • Exploring the system(s) within which the FRM program operates • Seeing relationships and interaction dynamics within the FAA, with external entities, and at the boundaries • Supporting the strategic needs of the FAA while achieving program performance

  14. Additional Information • Seeing Systemsby Barry Oshry • Systems Thinking & Learningby Stephen Haines

  15. Contact Information • Internet • www.dbainnovation.com • Address • 4000 Legato RoadSuite 1100Fairfax, Virginia 22033 • David A. Buczek, President • eMail: dave.buczek@dbainnovation.com • Tel: (703) 861-5332

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