A program to enhance customer experience has been approved based on a solid business case. During the initial charter development, the VP of Marketing strongly advocates for incorporating a new, unproven AI technology to 'leapfrog the competition', while the COO expresses concerns about the potential operational risks and integration costs. As the program manager, what is your most critical action to ensure the program remains strategically aligned?
Facilitate a workshop between the VP of Marketing and the COO to negotiate a compromise on the technology's inclusion.
Commission a rapid market analysis of competitor AI implementations to provide context for the VP's suggestion.
Develop a detailed risk-benefit analysis for the AI technology to present to the program's steering committee for a decision.
Revisit the business case and program charter to validate how the proposed AI feature aligns with the documented strategic objectives and expected benefits.
The most critical action is to refer back to the foundational documents that link the program to the organization's strategy. Revalidating the proposed change against the approved business case and strategic objectives ensures that any scope modification is governed by strategic fit and expected value, rather than stakeholder pressure alone. While risk analysis and stakeholder negotiation are important, they should follow the primary assessment of strategic alignment.
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Why is it important to ensure a program aligns with a company’s long-term strategic priorities during the initial assessment?
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What are some tools or frameworks a program manager can use to evaluate strategic alignment?
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How can stakeholder engagement contribute to assessing a program's strategic alignment?
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PgMP
Strategic Program Alignment
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