An enterprise has approved a multimillion-dollar program composed of several interdependent projects. Before any component is authorized, the newly appointed program manager wants to set clear boundaries, governance, and integration mechanisms so every activity supports strategic objectives. Which action should the program manager take first to establish alignment and structure across all upcoming projects?
Launch the highest-priority project quickly to secure early wins, then stand up a program office when resources allow
Develop a comprehensive program initiation plan that consolidates the charter, governance approach, stakeholder engagement, and integration guidelines for all component projects
Produce a visual program roadmap of milestones and dependencies while deferring governance details until execution begins
Authorize individual project charters and rely on the steering committee to reconcile overlaps once work is underway
The correct first step is to develop a comprehensive program initiation plan (captured in the charter and related governance documents). This plan defines vision, scope, benefits, stakeholder roles, interfaces, and high-level scheduling so that every component project starts from a common, strategically aligned baseline. Producing only a roadmap, launching projects for early wins, or deferring governance until execution leaves integration points, decision paths, and accountabilities unclear, increasing the risk of misaligned work and rework.
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PgMP
Program Life Cycle Management
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